A smart approach to work has an impact on the corporate culture. The worker can determine how, with whom, with what tools, when and where he does his job. It is the worker who receives and assigns responsibilities on the basis of a motivational mechanism that makes it possible to improve himself and the organization in which he is inserted in a reciprocal relationship between the worker and the organization. Is the intelligent worker still under the power of control? necessary to ensure the separation of the worker from the technological means of work that allow his constant availability. The smart worker can then interrupt computer connections and deactivate electronic devices according to the rules and deadlines set out in the individual agreement. The advantages of the law firm lie on both sides: on the side of the owner and on the side of the employees. Several studies of my clients, whom I have been following for some time in marketing and organization, have confirmed great economic savings in the months of smart work. These savings were associated with reduced use of study resources, from photocopying to travel; Smart work has necessarily led to the use of the cloud and the digitization of documents, which has resulted in huge savings on sheets, prints and merchandising that previously cluttered desks and shelves. It was so tangible that the cloud works and well; It was possible to check how many times the printing of a document was more a habit than a necessity (for the good peace also of the environment and the wallet). As a result, the law facilitated the use of smart work and introduced “simplified” access to it, without the need for an agreement between the company and the employee. The business lawyer, on the other hand, who deals mainly with advice, can act decisively with greater margins of autonomy and therefore at a distance, always remaining appropriate and useful the personal relationship for everything related to empathy and understanding of the dynamics in which the legal advice is inserted: organization of the client company, Relationship between managers, values and vision of the client. Smart work in a few months was initially a necessity to be able to continue working despite the health emergency and then represented a valid organizational alternative for studies and companies.
In just a few weeks, Italy has grown from 570,000 smart workers to more than 6 million. With the arrival of summer and the decline of the epidemiological crisis, many activities have returned to organize themselves in presence, often a mixture of agile work and personal work. Since the autumn, things have changed again and the need has led professional companies and companies to make massive use of smart work to combine professional activities and health needs. This time, however, the spirit was different, in the sense that if we had all been surprised in the spring and smart work was therefore a form of remote work or telecommuting done entirely remotely and often without adequate means, in the second wave the situation took a different turn because previous experiences had already addressed the benefits of agile working and many had liked it. in light of comfort and healthier lifestyles. Intelligent or agile work is a means of performing subordinate work regulated by articles. 18 to 23 of Law No. 81 of 22.5.2017. It is achieved by an agreement between the parties to carry out the work activity without special time or local restrictions, partly inside and partly outside the premises of the company during the maximum daily working hours with the help of technological tools. It is important that the individual agreement on smart work states: In addition, the flexibility recognised by smart working is in any case subject to the upper limits of daily and weekly working time resulting from the law and collective bargaining.
Law firms that have had to make necessity a virtue have also begun to talk about the great opportunities that smart work can offer if properly managed. The Covid-19 emergency has highlighted the usefulness of smart working, even though it wasn`t very common before the pandemic. In the first phase of smart work, we were overwhelmed and all the boundaries between private and professional life were crossed and there was actually little or nothing smart. However, in this second wave, professionals and workers in general were much better prepared for smart work, both organizationally and mentally, taking into account previous mistakes. This is where the approach to agile work began to change, even for the less changeable and proponents of the theory that you can only work in the studio in person and that you lose your sense of team and remote work. Large companies, multinational corporations, have pioneered a new organization of work not only when needed, but also as new norms of organization and production. These companies monitored the productivity of their employees during the smart work period and found that in some cases it even increased by 20-30% for the same working time. When asked why this phenomenon, the unanimous answer was the greatest satisfaction and satisfaction of people who have thus managed to combine hobbies and work, private life and work, business and life.
From an organizational point of view, smartworking makes it possible to say goodbye to traditional office hours by entrusting employees with concrete objectives to achieve. The rule is to receive the expected results on time and in the highest quality. A smartworker employee must be empowered and trained to manage their time: we move from a control structure to trust as a key element in the connection between management and employee.