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In an ever-changing world of work, the question of balancing performance and well-being is no longer a matter of comfort, but a strategic imperative. How can we maintain high standards while cultivating healthy, engaging and sustainable environments? The experiences of JLL and Partoo, two companies with very different cultures and contexts, show that there is no miracle recipe, but rather structuring principles to be implemented.
At JLL, this balance is based first and foremost on a contract of trust between the company and its employees. In a demanding international environment, Pegah Avokh insists on the importance of recognizing that each employee has different needs, and that the right HR processes must be put in place to support them effectively:
"Finding balance also means knowing how to listen to ourselves, individually and collectively, to understand where we are and where we want to go." - Pegah Avokh
At Partoo, the quest for performance has never been at odds with the original culture. Quite the contrary, in fact. As Hugo Perrier explains, culture is the compass that enables us to get through transformations while remaining aligned with the company's values.
A concrete example: telecommuting.
Rather than making it a simple HR advantage, Partoo has thought of it as a lever for individual and collective performance, in line with its Latin culture, marked by social ties and informal collaboration.
The result is a stable, coherent policy, adapted to the realities of the field and the expectations of our teams.
In times of transformation, it's tempting to recentralize decision-making. For Hugo Perrier, this is a mistake:
"Command & control is a counterproductive reflex that breaks entrepreneurial culture." - Hugo Perrier
In contrast, Partoo relies on a structured but distributed approach to support change:
This was particularly evident during the reorganization of the customer service department, where the strategic vision (automate to serve better) was translated into :
At JLL as at Partoo, managers are the guarantors of the right balance between high standards and benevolence. But they need to be given the means to play this role.
Balancing performance and well-being does not mean sacrificing one for the other. On the contrary, it means learning to make them interact, to articulate them, to nourish them mutually. Sustainable performance cannot be decreed: it is built over time, through coherent actions, a clear framework and a strong culture. Above all, it is based on a shared conviction: well-being is not an obstacle to performance. It is a prerequisite.
Would you like to delve deeper into these topics and provide food for thought? Discover the FORWARD 2025 replays and retrospective.
In an ever-changing world of work, the question of balancing performance and well-being is no longer a matter of comfort, but a strategic imperative. How can we maintain high standards while cultivating healthy, engaging and sustainable environments? The experiences of JLL and Partoo, two companies with very different cultures and contexts, show that there is no miracle recipe, but rather structuring principles to be implemented.
At JLL, this balance is based first and foremost on a contract of trust between the company and its employees. In a demanding international environment, Pegah Avokh insists on the importance of recognizing that each employee has different needs, and that the right HR processes must be put in place to support them effectively:
"Finding balance also means knowing how to listen to ourselves, individually and collectively, to understand where we are and where we want to go." - Pegah Avokh
At Partoo, the quest for performance has never been at odds with the original culture. Quite the contrary, in fact. As Hugo Perrier explains, culture is the compass that enables us to get through transformations while remaining aligned with the company's values.
A concrete example: telecommuting.
Rather than making it a simple HR advantage, Partoo has thought of it as a lever for individual and collective performance, in line with its Latin culture, marked by social ties and informal collaboration.
The result is a stable, coherent policy, adapted to the realities of the field and the expectations of our teams.
In times of transformation, it's tempting to recentralize decision-making. For Hugo Perrier, this is a mistake:
"Command & control is a counterproductive reflex that breaks entrepreneurial culture." - Hugo Perrier
In contrast, Partoo relies on a structured but distributed approach to support change:
This was particularly evident during the reorganization of the customer service department, where the strategic vision (automate to serve better) was translated into :
At JLL as at Partoo, managers are the guarantors of the right balance between high standards and benevolence. But they need to be given the means to play this role.
Balancing performance and well-being does not mean sacrificing one for the other. On the contrary, it means learning to make them interact, to articulate them, to nourish them mutually. Sustainable performance cannot be decreed: it is built over time, through coherent actions, a clear framework and a strong culture. Above all, it is based on a shared conviction: well-being is not an obstacle to performance. It is a prerequisite.
Would you like to delve deeper into these topics and provide food for thought? Discover the FORWARD 2025 replays and retrospective.
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