Presentation
Description
Homo Ludens is a video game studio that aims to create new experiences getting players involved and applying a responsible and beneficial social policy for its employees.
Digital activity
Video game creation, regular telecommuting
Good practice targeted
Social
To go further
Good practice
Homo Ludens employed a lawyer and an internal resource of the company to write a charter in order to explain, put in situation and to contextualize the values of the company. This charter recalls the labour law and the rules of conduct of a company: relations between employees within the group, the right to disconnect, the definition of harassment, compliance with work schedule, listening, benevolence... This charter is read and signed by everyone and thus facilitates dialogue. It is a kind of contract of value between the employee and the company.
Costs
1k €
Starting date of the good practice
Beginning of 2021
Time to implement the good practice
A few weeks
Tools/partners/suppliers of the good practice
A legal advisor with values aligned with those of Homo Ludens
Interview with Paul Blachère - co-founder of Homo Ludens
What are the benefits of the project ?
The creation of the charter allowed us to create strong corporate values based on positivity. This had several consequences. First, thanks to the development of our values, we have been able to attract talent, competent and committed employees. Sometimes employees take ownership of the charter by referring to it. Some of them tell us that the implementation of the charter has opened their eyes to the law and made them aware of abnormal cases.
Furthermore, we noticed the benefits of the charter because our employees feel free, there nearly no coercion in creativity. Everyone brings their good ideas and this is a way of working that leads to more creativity, which is necessary to build great projects.
What were the constraints faced by the company ?
Like any similar project, the elaboration of the charter cost us a little time and money at the beginning. It also adds a little bit of process time, because the person in charge of getting the contracts signed is also the one who gets the charter signed, so a common reading of the two is done, which makes us "lose" an hour of work when a new employee arrives. But this allows everyone to see everything clearly. We take time to show them that we trust them, which leads to a form of transparency.
All in all, apart from the time we had to spend on it and the small amount we spent, we didn't find any other constraints, which are few disadvantages compared to the benefits.
Which advice would give to another company ?
The most important thing is to have several people involved in the construction of the charter and to represent it. In our company, it was the management who made it, but with hindsight, I find it interesting to take different profiles to create it.
In addition, the person in charge of signing it must have a good knowledge of it. So it's important to train the people in charge.
Finally, the charter is a document related to well-being and interpersonal relations in the company, and it is important to put it in writing; it safeguards a certain form of communication.
What are the next steps?
We're going to try to expand the charter further, adding things that it doesn't yet cover. We are also in the process of setting up training so that people can practice recognizing toxic or bad behavior.
Other questions or comments
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