Valorization: giving meaning to work

Long-term employeeengagement is one of the most strategic challenges facing companies today. Over and above traditional levers, sustainable loyalty rests on three fundamental pillars: improving the quality of working conditions, creating a genuine quest for meaning at work, and developing a strong sense of belonging.

This ambition is reflected in targeted and measurable actions: ongoing training programs, effective recognition systems, transparent and benevolent management, optimization of QWL (Quality of Life and Working Conditions), and the creation of ergonomic workspaces.

Among these levers, digital animation tools, and in particular mobile challenges, are emerging as particularly effective solutions for stimulating team spirit and boosting collective participation, thus creating a virtuous circle ofengagement and cohesion.

Contents :

Define key notions (and distinguish between them)
Why it's strategic for employer branding
The 7 pillars (with operational examples)
OuiLive: transformingengagement, meaning and a sense of belonging
Measuring, managing and proving value
FAQ
Example of gamified activation

1) Define key concepts (and distinguish between them)

Employee Engagement :

It's the degree to which an employee is emotionally and cognitively involved in his or her work and in the company's objectives. Engaged employees are more likely to contribute, stay and speak positively about their employer.

Sense of belonging, its definition:

The attachment and recognition felt towards the employer and the team, which reinforces motivation, loyalty and the climate at work.

Meaning at work :

It's about the perception of the usefulness of one's missions, one's contribution to a collective project and the coherence between personal objectives and corporate values. The quest for meaning has become a key HR issue since the health crisis.

2) Why it's strategic for employer branding

Employeeengagement , job satisfaction and a sense of belonging are mutually nourishing: improving one reinforces the others.

On a macro scale, international barometers show that just over one in five employees feels committed to his or her work, leaving plenty of room for improvement.

Working onengagement has a positive impact on performance, retention and attractiveness, and therefore on the employer brand and sustainable competitiveness.

3) The 7 pillars (with operational examples)

Pillar 1 - QWL: working conditions and organization

Objective: to improve the quality of life at work (QWL/QWC) so that employees feel supported and perform well on a daily basis. This plays a decisive role in social relations, work content and organization, professional development and work/life balance.

Set up work-related discussion forums (RPS prevention, sincere listening).
Review irritating processes (loads, tools, schedules).
Align HR policies and values (diversity, inclusion, sustainability) in the workplace.

Pillar 2 - Management, communication and feedback

Clear, transparent and participative communication.

Defining short- and long-term objectives, explaining strategy and giving regular feedback all help to develop a sense of belonging and team spirit.

Rituals: short team briefings, regular team meetings, AMA (Ask Me Anything: a question-and-answer event, usually in writing) with management.
Mixed recognition system (financial & non-financial) to reward success.
Constructive feedback coaching for managers.

Pillar 3 - Ongoing training and professional development

Offer clear career paths, individualized objectives and skills that can be activated immediately. Ongoing training and internal mobility show that the company is investing in each individual's future.

Training catalog and microlearning rooted in everyday life.
Cross-mentoring and tutoring (knowledge transfer, inter-team cohesion).
Open and transparent internal mobility.

Pillar 4 - Onboarding and cohesion rituals

Effective onboarding lays the foundations forengagement and develops a sense of belonging. Rituals (celebrations, team challenges) maintain collective energy.

Gamified induction program (corporate culture quiz, discovery missions).
90-day sponsorship, with a target of 3 one-to-one meetings.
Monthly challenges to reinforce cross-functionality and inclusion.

Pillar 5 - Workspace and ergonomics (classroom and hybrid)

Workspace has a direct influence on health, satisfaction and performance. Ergonomic layout (lighting, postures, equipment) reduces fatigue and boosts productivity.

Ergonomic audit of workstations (office and telecommuting).
Harmonize lighting ambiances and take care of areas of concentration and exchange.
Adjustment budget for home-based teleworkers.

Pillar 6 - Meaning at work and alignment of values

Help everyone find meaning: clarify individual contributions, the purpose of missions and the social/environmental impact of projects. Align material resources and human resources (autonomy, recognition).

Understandable strategic narrative: who do we serve? why now?
Shared impact indicators (customer, planet, society) to give perspective.
Co-construction of improvement plans with teams.

Pillar 7 - Gamification (engagement)

Fun, 100% mobile formats stimulate participation, with rankings, challenges and rewards to suit.

Properly designed, these devices transform your HR, Internal Communications, CSR and Sales Promotion KPIs into a playground that reinforces a sense of belonging and team spirit.

Thematic challenges aligned with your objectives.
Ready-to-use templates for a fast, turnkey launch.
Analytics to track participation and performance in real time.

OuiLive: transformingengagement, meaning and a sense of belonging

Who are we?

OuiLive is a mobile gaming platform that transforms your HR, Internal Communications, CSR and Sales challenges into 100% mobile gaming experiences.

It features a clear triptych:

Mobile application for employees,
Back-office & Analytics for control,
Success Manager to support.

With over 200 templates and rapid deployment, the platform encourages participation with quizzes, missions, rankings and rewards.

Managers and HR control in real time via advanced analytics.

The result: greater engagement , a clearer sense of meaning at work and a lasting sense of belonging, all of which contribute to QWL and the employer brand.

4) Measure, manage and prove value

HR dashboard: eNPS, participation rate, referral rate, path completion.
Monthly pulse barometers (short, anonymous questionnaires).
QVCT indicators (absenteeism, RPS, turnover).
A/B experiments on rituals (feedback formats, challenges, schedules).
Consolidated reports by team and site for human resources.

FAQ

- Sense of belonging definition:

Attachment to and recognition of the employer and the team foster engagement, loyalty and a positive climate.

- Difference between engagement and satisfaction:

Satisfaction describes perceived comfort ("I feel good"), whileengagement adds active involvement ("I'm invested in the collective success").

- How can we develop a sense of belonging?

Set up recognition rituals, daily values, structured onboarding, team activities and clear communication.

- What are the first concrete steps?

Start with a QVCT diagnosis, a weekly positive feedback ritual, a 2-week team micro-challenge and a prioritized continuous training plan.

Example of gamified activation

With our corporate mobile games platform, you can deploy a learning, sales, health, welcome, impact or fun challenge in just a few minutes to bond your teams. The fun format stimulates participation, generates useful data and anchors behavior over the long term. The result: a measurable positive impact and a stronger employer brand.