Workplace Strategy: What is the true driver and expectation? Part I
By Jack Burns
Most workplace strategy programs will brag about how the company is addressing the new Gen X workforce by focusing on collaboration, mobility, and flexibility—all in the name of productivity. But is it really just about saving money?
Many companies and consultants refer to these programs as Alternative Workplace Strategies. The dictionary tells us that “alternative” means (1) offering or expressing a choice or (2) different from the usual or conventional – existing or functioning outside the established culture. Nice warm and fuzzy definition, but the word often has a negative connotation to it. I suggest that the word “alternative” be dropped from all descriptions of workplaces going forward, or at least not as delivered to the users of the space. If we simply call it a “workplace solution” or even “new workplace,” it sounds more positive.
So the goal of workplace strategy programs is to increase productivity and reduce real estate expenses at the same time. This goal can be met by following some simple steps (below). In this entry I will suggest some early steps in the process. Remember that paramount to any plan is (1) support and enforcement from the highest level in the C-suite and (2) pilot, test and improve…too quick of a roll out can lead to disaster. Be realistic about setting the right expectations.
1. Discover what you have today. What do employees like about their current environment, and what do they not like? Monitor how the workplace is used on a daily basis, looking at activity during different days of the week, times of the day, and days of the month. This is not an easy task.
a. Start with a general survey to ask the right questions. If you receive a 10-15% survey result you are doing well. Next take a percentage of those surveys and set up one-on-one interviews in person or by phone. Make sure to interview individuals from all disciplines, business units, and grades.
b. Next figure out how to measure utilization. The old fashion method still works best: deploy an army of folks to walk the floors, confirm head counts and seating plans, determine occupancy, and verify use of conference rooms and other meeting and collaboration areas. Many times an office or workstation has an occupant that day, but they might be in an all day or multi-hour meeting. Is the seat being sat in, are they meeting with others in their office, or are they completing tasks, on the phone, or on the computer? Create a checklist by seat of these important questions and have the surveyors confirm what is really happening during multiple hours of the day and days of the week.
c. Badge readers can be helpful as well, but with problems such as tailgating or piggybacking, this information can be misleading. New technologies are out there that make these systems more reliable if you can afford the investment.
2. Compile your Findings. Executive Management will be surprised at what you discover. Summarize, chart, and graph to show what space may be needed versus what you currently have. Most companies today find that employees will give up personal space in exchange for better technology, mobility, and/or more meeting and collaboration space. Entitlement does become a problem. Seat assignments by title—executives in the corner offices, for example— need to be eliminated in order for any new workplace program to succeed. Many managers are threatened by a more mobile workforce and worry about how they can manage folks they cannot see or find. It’s important they overcome their fears because technology and work styles now allow remote work both locally and globally. It’s time to adopt it.
In Part II I will take you through the next steps:
3. The plan – impact and results
4. Selling it at the top and then selling it in the office
5. Implementing
6. Surveying, testing, and improving
Tags: corporate real estate, flexibility, mobility, office space, office utilization, real estate expenses, workplace
This entry was posted on Wednesday, October 13th, 2010 at 2:23 pm and is filed under Corporate Services. You can follow any responses to this entry through the RSS 2.0 feed. Both comments and pings are currently closed.