Quality of Life and Working Conditions (QWL, formerly QVT) is at the heart of contemporary HR challenges. This white paper explores the components of an effective QWL approach, its link with the prevention of psychosocial risks, and concrete levers for sustainably improving well-being at work and employee engagement.
Subject
How do you define and measure QWL (Quality of Working Life) in your organization? What are the six areas of QWL defined by the 2013 National Interprofessional Agreement (ANI)? How do you conduct a participatory assessment with teams and employee representatives? What monitoring indicators should be implemented (absenteeism, turnover, engagement)? How do you integrate QWL with collective bargaining and the employer's legal obligations? This white paper is intended for HR directors, managers, and members of works councils who wish to initiate or structure a sustainable QWL approach.
Key points to remember
- Quality of work life (QWL) is based on 6 areas according to the 2013 National Interprofessional Agreement (ANI): job content, organization, social relations, physical environment, professional achievement and development, and gender equality.
- Obligation to negotiate on QVCT (Quality of Working Life at Work) within the framework of mandatory annual negotiations (NAO) since the 2016 labor law
- The QVCT (Quality of Working Life at Work) approach must be participatory: involving employees, managers and staff representatives at every stage
- Quality of work life (QWL) is not a cost but an investment: it reduces absenteeism and turnover, and improves productivity and employer attractiveness.