Since 2021, the framework agreement on telework in the public service requires that each public employer precisely define the resources available for remote work. Some administrations still offer limited access to collaborative tools, while others are generalizing the provision of secure laptops and dedicated cloud platforms.
The legal framework sets clear obligations but allows for adaptation based on professions and technical constraints. Differences in equipment and software solutions create notable disparities among agents, impacting the efficiency and quality of remote service delivery.
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Telework in the Public Service: Issues, Framework, and Specificities
In the public service, telework is not simply about moving one’s workstation from the office to home. It relies on a precise legal framework, defined by decree 2016-151 of February 11, 2016, which rigorously distinguishes telework, nomadic work, and network work. This foundational text outlines the main modalities to be respected:
Here are the major points covered by this system:
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- number of teleworkable days,
- definition of the eligible position,
- opinion of the technical committee,
- registration on the job description.
Public agents thus carry out their activities remotely, always in connection with their hierarchy and in compliance with service requirements. The job description now occupies a central place: it becomes the tool for dialogue between the agent and the manager, clarifying missions, expectations, monitoring methods, and time slots to be respected.
Any telework request involves a professional interview, followed by a decision from the appointing authority. In local authorities, hospitals, or state services, adaptations are planned to align with the realities of each profession and mission. Work cycles, validated by the technical committee, establish a collective framework and ensure equitable access to the system.
Today, many teams adopt a hybrid work model, alternating between in-person and remote work, to maintain cohesion and the quality of public service. However, the separation between professional and personal life remains a sensitive issue, especially since commuting time does not yet count as effective working time. Thanks to the time savings account, governed by decree 2018-1305, agents have additional levers to organize their activities.
To support this growing mobility, new solutions are emerging. Take IntraParis Nomades: this service provides secure access to the intranet, messaging, certificates, and reimbursements for Parisian agents. This type of system illustrates the evolution of practices, where agility and trust are becoming major assets for a public service in full transformation.
What Tools to Facilitate the Nomadic Work of Public Agents?
Nomadic work in the public service relies on resources designed to ensure the continuity of public service while enhancing agents’ autonomy. The managerial transformation toolkit serves as a reference tool. Its goal: to support managers and teams with pragmatic resources: “Decide Differently” sheets, micro-challenges, collective intelligence workshops, or even a collaborative game. Each of these resources encourages experimentation, stimulates cohesion despite distance, and promotes a smooth flow of information.
Among the tools offered, we can mention:
- Micro-challenges, to quickly test new forms of organization.
- Collective intelligence workshops, which help to bring forth shared solutions, even remotely.
- The collaborative game, designed to raise awareness among teams about the challenges of nomadic work, in a dynamic and open atmosphere.
The “Working Differently” training complements this set. It allows everyone, both agents and supervisors, to appropriate the new benchmarks of remote work, to question their habits, and to adjust their practices. A tool accompanies this change: the “Working Differently: Behavioral Sciences Get to Work!” guide, which highlights the biases, obstacles, and levers encountered during the transition to nomadic work.
This toolkit, enriched by the collection on new work practices published by the DGAFP, offers concrete benchmarks for transforming work organization in the public service. The challenge is no longer limited to transposing existing methods. It is now about building a collective dynamic, tailored to the realities of the field and the variety of missions.
As the public service reinvents itself, equipping and supporting agents remotely is no longer just about comfort: it shapes the contours of an administration capable of evolving, innovating, and staying in touch with its users, everywhere and at all times.