Heatwaves, dress codes, and well-being: when management is measured in degrees
As the thermometer skyrockets, a highly strategic question dominates water cooler gossip: are shorts compatible with corporate culture? Beyond the soaring temperatures, managing the summer wardrobe (bermuda shorts, sandals, vests) proves to be a real challenge. How can companies strike the right balance between flexibility, brand image, and employee well-being?
Insights from Agnès Ceccarelli, Associate Professor at ICN Business School.
During a heatwave, the temptation is strong to swap traditional suits or standard formal wear for lighter pieces—some of which are strictly meant for the beach. But for managers, what seems like a simple thermal survival reflex for their team can sometimes turn into a delicate balancing act, right on the line between respecting individual freedoms and preserving the organisation’s dress codes.
The dress code: a freedom under close administrative scrutiny
In France, the Code du travail establishes a fundamental principle: the choice of clothing is a matter of individual freedom. “Coming to work in shorts is not fundamentally prohibited by law, as getting dressed is a freedom in our country,” points out Agnès Ceccarelli, Associate Professor in Human Resources and Organisational Behaviour at ICN.
However, this freedom ends where safety (flip-flops on a construction site are out of the question), non-negotiable hygiene rules, and client-facing requirements begin. A company is perfectly within its rights to enforce a dress code in its internal regulations if its brand image requires it. In fact, shorts still suffer from a “casual wear” label that is sometimes deemed incompatible with corporate standards.
“France sits in a sort of cultural middle ground,” observes Agnès Ceccarelli. “Our country remains relatively conservative regarding these rules, while still allowing a great deal of latitude. For instance, we are far less rigid than Switzerland or certain Anglo-Saxon countries, which issue extremely strict guidelines in the event of high temperatures.”
From suits to tailleurs: is the professional wardrobe gendered?
The fascinating thing about heatwaves is that they act as a mirror to the historical disparities within our organisations. When the mercury rises, men often feel trapped by their wardrobe, facing far more constraints than their female colleagues.
This thermal inequality is rooted in history. “This has been an established situation since the 19th century: the male dress code is what we call a closed system, offering very few options,” explains the ICN researcher. “Conversely, women benefit from so-called ‘open’ dress codes, with a much wider variety of styles, cuts, and garments. This is what creates that sense of unfairness among men when temperatures soar.”
Managing with common sense rather than regulations
When faced with unexpected weather events, management by spreadsheet or internal decree shows its limits. Managing human beings requires a key skill: situational empathy. Knowing how to adapt the rules when the air becomes unbreathable is a sign of managerial maturity.
When internal charters remain vague or too rigid, Agnès Ceccarelli recommends breaking the silence: “If the situation causes a genuine comfort issue within teams, dialogue must be prioritised, and an open discussion should be launched within the organisation.”
Staggered hours to avoid peak heat, temporary roll-out of remote working, or a “bermuda shorts allowance” on days without client meetings… By approaching the heatwave through the lens of Quality of Working Life (QWL) and working conditions, managers can turn an annoyance into a powerful driver of engagement. This is precisely what agile, creative, and resolutely human-centred management is all about.
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