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The Worlds of Facility Management and Workplace are, by definition, highly mobile and evolutive.

On these pages, you will find technical articles, news, reports on congresses and conferences in which Spaceonmove took part as well as positions or “mood tickets” which should give you a particular insight into these two fields. Nice readings.

Blue-collar workers among white-collar workers

Working as a blue-collar worker in a white-collar environment: a challenge and an opportunity.

Being a blue-collar worker in an environment dominated by white-collar workers can be a challenge, but it’s often an opportunity that many people don’t realise.

Complementarity, a major asset Complementarity within a company is essential. It allows us to get the best out of everyone, using their knowledge and expertise to promote the development of the company and its working environment.

Living together, the key to success The key lies in behaviour, education and good manners. Regardless of the structure or hierarchy of the company, there are always great personalities as well as harmful individuals, who are often unaware of their negative impact.

So how do you thrive as a blue-collar worker amongst the white-collar workers?

Understanding the notion of ‘blue collar First of all, we need to define what a ‘blue collar’ is: we need to know whether his or her activities are part of the company’s ‘core business’. If this is not the case, then you could be classed as what some people call ‘blue collar’. In most companies, blue-collar workers far outnumber white-collar workers. So how do you satisfy this ‘minority’?

Some food for thought:

• Remaining objective It’s crucial to be as objective as possible, to base yourself on facts. By doing so, you often end up winning, because facts don’t lie.

• Knowing how to navigate in the ‘right court Elites’ sometimes prefer to isolate themselves from others, believing them to be uninteresting or uneducated. However, staying in one’s role often makes for calmer relationships, while observing and smiling in silence.

• Deliver consistent results Although the “core businesses” has often become more complex and less attractive due to increasing constraints, the ‘back office’ remains an essential stabiliser for the company, far removed from commercial tensions.

• Knowing your value Even without explicit recognition, a blue-collar worker is often a valuable contributor to the company. Their experience and knowledge of the company’s history make them a guardian of stability and an asset for avoiding mistakes.

Is it worth being a blue-collar worker among the white-collar workers?

After spending more than 10 years in the “core businesses” of a large company before moving into logistics activities for nearly 30 years, I consider that being a ‘blue-collar worker’ is a privilege and a real asset in many situations.

Looking at the challenges facing companies today, I’m more convinced of this reality every day.

Happy reading and see you soon.

Recent posts

  • Workspace design: rethinking openspace to boost productivity

    In a world where collaborative working has become a pillar of professional life, “open-plan offices” have established themselves as the dominant layout model. They promise flexibility, increased interaction and space optimization. Yet these environments are facing growing criticism, particularly for their impact on employee productivity and well-being. The challenges of open-plan offices: noise, distractions and loss of concentration Despite their advantages, open-plan offices have several major drawbacks. Ambient noise, frequent interruptions and lack of privacy are often cited as impediments to concentration.

    According to a study conducted by Harvard University, these spaces reduce face-to-face exchanges by 70%, in favour of an increase in digital communications - the last straw for a layout that’s supposed to encourage collaboration. In addition, sensory overload can lead to stress and a feeling of tiredness, thus undermining productivity.

  • Outsourcing Facility Management: Why and how to ensure a win-win partnership?

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  • The Workspaces of Generations Y and Z: Management Aspiration and Resistance

    Generations Y (born between 1980 and 1995) and Z (born after 1995) are redefining expectations of workspaces. Having grown up in a connected world, these cohorts aspire to environments that reflect their values and lifestyles. However, these aspirations are often met with reluctance on the part of managers, anchored in traditional models. This tension reveals the profound challenges of organizational transformation. These generations prefer spaces that promote a balance between work and well-being. For them, an ideal work environment combines flexibility, collaboration and comfort. Four focus points: Flexibility, Collaborative Spaces, Well-being, Meaning & Ethics. Faced with these expectations, traditional management can show resistance, often linked to fears or lack of knowledge: Loss of control, financial costs, Attachment to tradition, Lack of Data of benefits. To overcome this resistance, a constructive dialogue between generations and managers is needed. There are several ways in which this convergence can be fostered.

  • Ethical or social management?

    Management is a key lever for guiding behaviour, structuring relationships within organizations and guaranteeing performance. In this context, the concepts of ethical management and social management occupy a central place. Although they share the same idea of humanist and responsible management, they have different objectives and principles. Ethical management is based on the integration of moral values and ethical principles into decision-making and business conduct. It is not simply a matter of complying with the law, but of promoting practices aligned with principles such as fairness, transparency, responsibility and respect for stakeholders. Ethical management requires constant reflection on the impact of decisions, not only on economic results, but also on employees, customers, suppliers and society at large

  • Large companies: identifying with a project…

    Large companies are often faced with a major challenge when it comes to projects: how to ensure that members identify with them, personify them, live them and carry them emotionally. The most direct answer would be to say that the project must be sufficiently interesting and self-sufficient for the people involved to support it. Naturally, this is a bit short-sighted and, above all, inaccurate. To put it simply, first, a member of the company’s senior management must be the real ambassador for the project, talking about it enthusiastically, encouraging the teams and the beneficiaries of the project and acting as an advocate for the cause with the board of directors, even when clouds gather, or challenges arise. In many cases, projects go well, even very well, thanks to the technical skills and the various internal and external networks, but they often lack the real ‘soul’ to make them unique, unforgettable and convey a message. How many projects have I seen or taken part in that were successful, but left me with no real satisfaction or sense of belonging? Without getting into a philosophical debate: do company managers really want this ‘attachment’ to a project? Having observed some of the reactions and heard some of the comments made by senior managers, my answer is clearly ‘no’, even if it is distressing.

  • Empathy, resilience and the festive season

    Geopolitical, economic and societal challenges and disasters of all kinds once again punctuated 2024, transforming what should be a harmonious and happy life desired by and for most people into difficult, demanding and even terrible moments. Certain despots and dictators have once again darkened the skies in many countries when their populations most certainly did not want them to. This lack of empathy on the part of some of the world’s top leaders, who are condemning the vast majority of the world’s people to survival or to wandering in nauseating and terrible unknowns, is not acceptable, even if we haven’t moved a single step forward when we said that, unfortunately… The major aid bodies and organisations are being flouted, and the minimum of respect for others no longer seems to exist, as the life of a human being no longer seems to count for anything. Added to this are the natural disasters that are indicative of the climate disruption we have caused. Is it still reasonable to hope for a little empathy and resilience, at least during the festive season? To give up these festive moments, which are certainly sometimes commercial, would be to capitulate to the barbarism of a minority of dangerous egomaniacs.

  • Antinomy between workplace flexibility and resource management

    Workspace management, particularly in the service sector, seems increasingly marked by a form of collective frenzy. A new divide is emerging between senior executives who are demanding a return to the office after the pandemic to better control their teams, and those who are adopting a tolerant approach.

    Each has its own line of argument, citing statistics from the media and polling institutes to denounce the flaws in the opposing “system”, while neglecting the middle way of “at the same time”, which seems to work well in many cases. Why have we reached this point? It would be difficult to give a definitive answer to this question, but we can safely draw a parallel with the evolution of the geopolitical world, which is becoming increasingly rigid and divisive.:

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