Workplace wellness, duty or pleasure to work ?

Workplace wellness, duty or pleasure to work ?

There was a time when work was only a source of income to meet basic needs. However, the development that results from it nowadays makes sense, and is a carrier of positive emotions and increased self-confidence. But it is also a very important source of stress in terms of workload or pressure, at the point where the term burnout has emerged this past few years.

Therefore, we can wonder if it is possible to conciliate well-being at work and performance.


These days, the concept of well-being is a means of overcoming several difficulties at work characterized by a constant search for productivity improvement and with increasing demands on employees. But beyond that, quality of work life must be measured by the personal fulfilment that work can generate. The consideration of the employee as an individual to improve his or her well-being at work is intrinsically linked to the company's performance.

However, the phenomenon of burnout has recently triggered widespread interest among the general public. It results in physical and emotional exhaustion that comes from the work. Permanent stress has destructive and pathogenic effects on the individuals subjected to it, but the resulting behavioural problems also affect the entire entrepreneurial structure.

According to the European Agency for Safety and Health at Work (April 2014 study):

“28% of European workers are reported to have psychological disorders due to stress.”

Consequently, maintaining health and well-being should be high priority for both workers and employers. Nevertheless, this apparent simplicity presupposes a real openness of mind and even a questioning of the established management method.

This is within this context that the concept of "freedom-form company" or "F-form company"[1] is born. This new organizational model and management system put the human being at the heart of its operations and let employees take individual initiatives rather than to impose directives followed by controls. The basic premise is based on a climate of trust and recognition between employees, the traditional hierarchical system is replaced by a flat structure where employees are self-directed.

As a result, the company is more innovative, efficient and agile thanks to a more assertive team.


And this is what we do at Inoopa!

Autonomy and happiness are at the heart of our managerial system. According to our values, we like to say that no one is irreplaceable, even the CEO. This is our guideline: a true share of responsibility and respect. We even keep the right to say no to customers in order not to burn our teams. Employees are free to organise their own working time, set their own personal objectives... If they have an opportunity to launch their own business, we will even help them to do so because this is not all about Inoopa.


So, let's be the entrepreneurs of tomorrow!


[1] " Liberty & Cie: When employee freedom makes companies successful " published in 2012 by Isaac Getz and Brian M. Carney.