Topics around well-being and health in the workplace play an important role in corporate HR policies and concerns. The last few years have seen an increased focus on these issues.

According to an IFOP survey conducted in May 2020 for Siaci Saint Honoré and Wittyfit, 81% of respondents believe that well-being at work is a priority issue within their company. (This was an online survey carried out from May 18 to 22, 2020, on a sample of 1,003 people representative of the salaried French population). It is good to note that this figure has risen by 25 points since it was last measured in September 2018.

Companies’ actions in this area fall under the QVT (Qualité de Vie au Travail) [English translation: Quality of Life at Work]. The theme is not new, as for the past 19 years, Anact—the National Agency for the Improvement of Working Conditions—has been working to promote QVT under the supervision of the French government by organizing a QVT week every year.

But now, its definition is evolving. Since 2020, the acronym has become QVCT (Qualité de Vie et des Conditions de Travail), meaning Quality of Life and Working Conditions.

How can we define these two approaches, and how is this name change justified? What’s at stake during QVT week? This article explains them all.

Note: We’ll use the French QVT and QVCT acronyms to avoid confusion.

What is Qualité de Vie au Travail (QVT)?

The Origins of QVT

QVT, or Qualité de Vie au Travail, has been around for several years, but the National Interprofessional Agreement (ANI) encouraged companies to take real steps in the QVT sphere. It is important to note that the social partners negotiated this agreement voluntarily, with no legal obligation to do so.

Definition of QVT

According to the ANI (June 19, 2013), QWL refers to “actions that allow to reconcile both the improvement of working conditions for employees and the overall performance of companies, all the more so when their organizations are transforming” [translated from the French definition].

According to Anact, QVT is an “approach that combines corporate performance and employee well-being” [translated from the French definition].

According to Matthieu Pavageau, Scientific and Technical Director of Anact, “QVT is precisely a way of articulating the challenges of organizational efficiency and human development by taking an interest in work-related issues.”

These definitions reflect the desire to combine the company’s interests with the harmony of its employees. It’s a collective approach.

The Pillars of QVT

According to Article 2 Title II of the ANI (June 19, 2013), the constituent elements of QVT can be found under several themes:

  • Relationships between company players (work, social)
  • The work itself and working conditions (work organization, content, physical environment)
  • Communication (information shared within the company)
  • Personal fulfillment (commitment, personal fulfillment and development, and work-life balance)
  • Respect for professional equality

Moreover, some companies don’t hesitate to offer additional services for employees’ well-being. Quality of life at work can thus contribute to the quality of life in general: crèches, sports activities, support from the Social and Economic Committee for leisure activities and travel, etc.

While some organizations have embraced the comprehensive approach of QVT, there’s a potential pitfall.  Focusing solely on the side effects of work (employee well-being, work-life balance, etc.) without addressing the core tasks and how they are executed can miss the mark entirely. In essence, the company loses sight of the true purpose of QVT – to improve the quality of work itself.

To correct this, QVT is then transformed into QVCT. It refocuses the debate on the essentials.

What is QVCT?

QVCT emerged with the National Interprofessional Agreement (ANI) of December 9, 2020 on occupational health, endorsed by the law on August 2, 2021 “to strengthen occupational health prevention”.

The evolution doesn’t stop at changing the acronym. It’s the approach to QVT that’s changing.

The focus is on working conditions, with a view to anticipation and prevention, and the approach is intended to be participative.

The ANI, which took effect on December 9, 2020, creates new obligations for companies in terms of health and quality of life at work and advocates a continuous improvement approach involving employees.

QVCT Means of Action

With the ANI and the health law on August 2, 2021, companies can draw on various levers for action to kick-start their transition to QVCT:

  • Reinforcing the DUERP, or Document Unique d’Évaluation des Risques Professionnels (Article L. 4121-3-1 of the French Labor Code), enables an inventory, action plan, and monitoring of occupational risks to be drawn up simultaneously.
  • Negotiations on quality of life and working conditions must be held at least once every four years (article L2242-1 of the Labor Code, introduced by the law on August 2, 2021).
  • Increased occupational health and safety training for employees and their managers. All training courses must be recorded.
  • Increased support for companies from the Anact-Aract network (national network and regional branches) and the CARSAT (Caisse d’assurance retraite et de santé au travail) prevention department.

Challenges of Tomorrow’s QVCT

Beyond physical working conditions and occupational health, QVCT must encompass the entire employee experience. It must also apply to the organizational level, employee’s HR life cycle (recruitment, integration, assessment, development, evolution, etc.), and management.

This last point should not be overlooked, as a poor relationship with the manager can be a reason for leaving the company. Therefore, it is important to support managers, especially those becoming managers for the first time. The notions of benevolent management, listening, and emotional intelligence are increasingly being considered.

Moreover, finding meaning in one’s work, being aligned, and adding value are all increasingly important aspirations for employees. Work is looking less for “earning money” only but more for missions that develop and contribute to employees’ personal fulfillment.

The Importance of QVT Week

As explained above, for the past 19 years, Anact has positioned itself as the main accompanier of companies, with the support of the French Ministry of Labour, and contributes to highlighting the subject of QVT (and now QVCT) via QVT Week.

Each year, a dedicated theme is chosen. For the 2022 edition, which will take place from June 20 to 24, Anact has made no mistake in selecting the theme: “In search of meaning at work.”

An Employer Brand Booster

As we know, candidates and employees are increasingly interested in the work environment as much as in the job or salary. The importance of work-life balance is growing.

Implementing initiatives in this direction is inevitable to attract candidates and retain employees.

This QVT week is important for companies, not only because it gives them visibility but also because it encourages direct comparison of the various selected initiatives between different companies. So, regarding employer branding, it makes sense to take advantage of the QVT week to highlight your company’s initiatives in this area.

Highlighting Initiatives and Improving Employee Experience

A national event such as QVT week is an opportunity to show employees the company’s efforts. The week provides a forum for internal discussions on well-being, gathering employees’ opinions and encouraging them to participate actively in the process.

Organizing workshops, conferences, and sporting challenges provides time to breathe and take a step back—strengthening the dialogue between management, managers, and employees.

This event can also be an opportunity to test new initiatives and then implement them on a more permanent basis.

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Leverage QVCT to Improve Employee Well-Being

In conclusion, the shift from QVT to QVCT enables us to focus our thinking and actions on the core of work, not just its peripheral aspects and the purely cosmetic initiatives that companies might implement.

QVCT encourages companies to structure their approach to health and well-being in the workplace. It is hoped that this development will make it easier to achieve the objective initially set by the QVT: to promote corporate performance by optimizing working methods and thus to work towards the fulfillment of each individual through work.

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