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Some of us love it, others hate it. Ahhh...the workplace! With an average of 100,000 hours of our lives spent at work, people are beginning to realise the importance of making it a nice and pleasant place to be.

For some, it is almost a second home and for others, a simple place of passage. We all have our own definition of what work means, just as we have a very personal definition of fulfilment.

When we talk about fulfilment, we are talking about empowerment, improving the balance between work and private life, streamlining processes, reducing tasks with low added value, improving self-esteem, seeking meaning in one's work as well as more transparent and open communication. Ultimately, it is all of these things that contribute to creating a sense of satisfaction in all of us.

Due to modern technology and the increased use of mobile devices, there is no longer a wall of separation between our personal lives and our professional ones. The invasive nature of modern workplaces can mean that employees feel completely incapable of escaping the problems that they are experiencing at work.

Unfortunately, employers increasingly expect employees to be e-present and able to answer in record speed.

However, there is a different approach out there. One that looks to ensure that employees are prioritised; that their concerns are allayed; and where they are able to grow both personally and professionally.

1. Personal development as the cornerstone of the company

The idea of fulfilment is based above all on a vision of a company's growth model. For a long time neglected in favour of business approach, the concept of wellbeing at work has gained considerable interest in recent years.

And with a good reason too! In the context of talent war, companies are trying to rethink their operating methods in order to differentiate themselves from their competitors and retain their employees.

For a significant amount of time, capitalist sentiments dictated the way that businesses were run. Profit was prioritised, and the people side of business and company ownership was relegated to the sidelines.

Thankfully though, there is a new approach; one that sees businesses such as ours embracing the idea that investing in its people is the best way of guaranteeing long-term growth and stability.

At PayFit, we don't believe that our product represents the entirety of our business. Instead, we see our business as a group of people involved in a project who are all striving to meet the same common goal.

However, for this message to be more than just an anecdote, the words we print and espouse must be put into action. In our opinion, the best way of doing this is through a top-down approach.

For us, the concept of fulfilment comes from the co-founders and the foundations that they built. Their goal when building a company wasn't necessarily to maximise profit from the off.

Instead, they wanted to create a project that looked to challenge the more conventional aspects of a business.

By building a company culture that looks to fulfil the needs of its staff above everything else, they believed that they could create a place of work where people wanted to be part of, rather than just merely tolerated being part of.

"Our decisions and actions are dictated by one elementary thing that is part of our values: kindness."

Firmin Zocchetto, CEO @ PayFit

PayFiters at work.

PayFiters at work.

By improving the daily lives of all employees, we believe we can help people to excel within their roles and be more creative than they would be if they were working in a toxic and pressurised environment.

It is for this reason that we made employee development one of the three pillars of PayFit's growth. This is a key element for the sustainability of our culture.

Life at work is above all an adventure in which people make their own personal journey. The company must provide each employee with the means to feel happy in both their personal and professional lives.

"We're not talking about 'professional development', it's much broader than that. At PayFit we do not define it. Development must be complete to be truly effective."

Firmin Zocchetto, CEO @ PayFit

Beyond a simple trend, workplace happiness does not only lie in the organisation of a few afterwork drinks and the purchase of table football tables.

It must transcend simple material needs to be part of the company's overall vision in a sustainable way.

We strongly believe in the fact that working on each and every employee's fulfilment and development will also ensure PayFit's future.

The modern office.

The modern office.

2. How to create a positive work environment

At PayFit, we are well aware that a single definition of happiness is not possible. It is very much subjective and takes into account the feelings of each individual. Knowing this, we took the time to define our objectives in terms of employee experience and determine how we wanted to achieve them.

"If we want to revolutionise HR, we might as well be the best example possible."

Firmin Zocchetto, CEO @ PayFit

→ Communication and feedback:

For us, the collection of employee feedback involves several elements. For example, we use Culture Amp to learn about our strengths and weaknesses. The platform allows us to receive anonymous feedback from employees.

Quarterly interviews with managers are also a good way to take a more in-depth look at everyone's experience, career objectives and overall happiness. All these exchanges then make it possible to identify the different areas for improvement within the company, in individual departments and amongst employees.

It is essential for us that everyone feels free to share their opinion and that employees really feel that they can express themselves in an honest and transparent way

This is why we put a lot of effort into creating time for employees to speak with their superiors. This can be in the form of weekly one-to-ones, quarterly performance reviews or career lunches.

In the same way, we provide people with the information necessary for the successful completion of their work.

This starts with the onboarding of new employees. A welcome breakfast, a fun presentation of the teams and cooking classes that encourage cross-team work. All these elements allow them to take ownership of the company's state of mind, image and values.

Sharing values from the first interview is fundamental in ensuring that everyone joins the adventure for the right reason: to live a team adventure. By providing global visibility on company figures and strategic decisions, employees gain visibility on the work accomplished and feel more involved in the overall project.

→ Autonomy and transparency:

Another key factor in PayFit’s development is the autonomy granted to employees.

This requires both autonomy in the choice of working methods and freedom in communication. Offering everyone the opportunity to find their own way of working is the best way to build balance and mutual trust.

The way projects are managed also has a significant impact. For example, we remind everyone internally that it is essential that they propose topics that are important to them and we encourage and support PayFiters in all their other projects.

We also encourage freedom around processes. Anyone and everyone can create and implement their own processes as long as it is conducive to creating quality results.

By leaving hierarchical codes and structures at the door, employees can feel free and empowered. These elements contribute to the creation of a real climate of trust and transparency.

Relaxed working atmosphere.

Relaxed working atmosphere.

3. Enable employees to grow

Autonomy also means offering employees the opportunity to grow. Training programmes, workshops or career paths are measures that truly reflect a company's desire to advance its employees.

For us, all these elements will empower employees, encourage them to take initiatives and thus enable everyone to surpass themselves.

→ Career path:

It is essential to listen to everyone's aspirations and remind employees that they can express themselves. We are all aware that no one wants to be in the same position for 10 years. Employees generally want to develop new skills, venture into new territory, or even change areas of expertise.

The chances are that each one of us will experience this in our careers. As a result, it is important to support each employee when they express an interest in broadening their horizons.

At PayFit, we want to create real career paths that allow employees to navigate towards their ideal role. We realise that this may not necessarily be at PayFit; however, we believe that offering this opportunity is an important part of our company's DNA.

"It is essential to listen to employees and allow them to move forward in their professional lives."

Firmin Zocchetto, CEO @ PayFit

We have made several internal developments possible: from sales to customer care, from acquisition specialist to growth engineer or from manager to individual contributor, each of our employees who expressed a desire for change has been supported.

The final transition is always preceded by various interviews, observation, immersion and training periods to ensure the employee's appropriate development.

→ Training and workshops:

Offering everyone opportunities to learn a new language and/or discipline is now one of our priorities.

For example, by offering English or French courses, we believe that employees will be able to gain confidence and fulfil their potential.

There is a lot of truth in the idea that individuals perform better in high performing teams. However, even the best teams will struggle to perform if they aren't provided with the right tools.

This is why we look to find the best possible tools on the market to help our employees to grow within their roles and maximise their results.

"We believe that everyone should be given the same opportunities to develop in their daily work."

Firmin Zocchetto, CEO @ PayFit

4. Guarantee fair and progressive compensation and make employees’ lives easier

As a HR company, we pride ourselves on the fact that we offer PayFiters the best employee experience.

This is why we provide employees with the opportunity to work remotely 20% of the time and offer or offering 20 weeks of maternity leave and 4 weeks of paternity leave.

These initiatives are intended to reflect our product, our values and our beliefs. Allowing everyone to simply switch between their professional and private lives will is the best way to ensure that our employees do not feel caught in the middle of both at the same time.

We also realise that salary is a fundamental part of ensuring overall employee satisfaction. Pay is one of the sure-fire ways of rewarding progress.

While encouragement and congratulations are nice to receive, neither is likely to suffice in the long-term if it's not accompanied by a good salary. Establishing a pay scale is one way of providing stimulating and achievable objectives for staff.

There is no magic recipe for the development of your employees; however, there are several avenues of reflection around which we can focus. While it is essential to implement various actions, we must maintain this spirit of initiative, this ability to listen to our employees and above all always question ourselves.

Nothing is taken for granted. It is with constant questioning that we will be able to maintain everyone's desire to come to work.

Head of HR
Amandine

Amandine

Head of HR @PayFit

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