corenet real advantage workshop new ways of working work ... · corenet real advantage workshop new...
Post on 12-Aug-2020
0 Views
Preview:
TRANSCRIPT
Corenet Real Advantage Workshop New Ways of working Work Place Innovation
Jay Poswolsky Director Workplace Innovation October 2011
2
WPI Mission Contribute to making Philips the leading company in health and well
being by providing innovative and efficient work environments for Philips employees supporting new ways of working and delivering on our brand promise.
WPI Vision To deploy activity based working based on shared work environments with cutting edge IT, a variety of work settings and to deliver on our brand.
What is WPI?
WPI Implementation WPI evolves the workplace from individual work spaces to shared activity settings
and increases the number of employees that can be accommodated by capitalizing on flexible schedules, non-territorial space, and historical cycles that result in typical utilization rates of 40% - 60% in office settings
Why is Philips undertaking the WPI Program?
3
Business strategy - Driving Innovation - Leading brand in Health and Well being Significant social and Workforce trends - Globalization - Multi-generational - Culturally diverse - Work/Life balance - Quality of Work Life - Flexibility
4
WPI Business Case: advantages to be achieved in three key areas
5
Work should be thought of as something you do, not a place where you go...
New Work Realities
6
A day in the office
7
• Work is more flexible, more mobile and more changeable.
• Employees are more independent of specific work surroundings.
• For many, team involvement is more important than individual working.
• Employees work in different locations, both in and out of the office.
• The office still provides the identity of the company.
• Trend to results orientated employee performance management.
• Management through leadership is now more common.
• Use of remote communication tools rather than face to face meetings.
• Companies provide opportunities for better work/life balance.
• Digital data is making information accessible from anywhere .
• More focus on knowledge exchange and engagement.
• Increased cross functional cooperation between business sectors.
Current trends in ‘other’ corporate companies
Source : Real Estate Executive Board & Gartner Studies
WPI Projects 2008-2011
8
Feasibility / Ongoing project
Completed/ sustaining monitoring
Project on hold, cancelled or postponed
Total projected 12.000 Headcount
9
mobile
flexible
decentralized
Place
Time
Structure
New WPI work style: activity-based working Changes in People, Place and Technology
Traditional work styles “Work in a fixed place for a fixed time!” • Strict hierarchy • Time/task oriented • Individual vs. collaborative • Fixed place and fixed time • Rigid boundaries
WPI work style “Work when and where you want!”
• New ways of working
• Shared and activity-based
workplaces
• Smart IT solutions
Philips office occupation rates
10
• Approximately 75.000 office employees (of which 50% in 30 locations). • Average office Sqm per office employee: 19.9 Sqm. • Average desk sharing ratio: 1.04 employees per desk. • Average office occupancy (based on time utilization studies): 40-60%.
11
Change from traditional to new work styles
• Instantaneous, multi access knowledge sharing.
• Simple, flexible, mobile, fast and unconventional work structures.
• Cross functional collaboration and open transparent spaces.
• Chat, group instant messaging, video conferencing and VoIP.
• Virtual teaming.
Traditional work styles
• Slow, cumbersome dissemination of knowledge.
• Complex, systematic, orthodox and rigid work structure.
• Barriers separating units and departments.
• Communication forms: mail, telephone, fax and e-mail.
• Face-to-face collaboration.
New work styles
• Time & place independent: work anytime, anywhere. • Manage your own work: output oriented management. • Unlimited access and connectivity to knowledge, experiences and ideas.
12
HR call for Action
• More autonomy for employees and empowerment • Anticipate occasional different work styles and personalities • More project based working in informal temporary communities • Balance between trust and freedom to act control and command • “All-round” roles instead of full described jobs & functions • Tailor-made approach to labor relations and conditions
New ways of working/ WPI requires an integrated approach
HR plays a key role it’s not just bricks & bites only
It’s also about behaviour:
13 13
Open work settings • For regular office work in open space. • Equipped with height adjustable desk, high quality task
chair and a 22" monitor. • Wired and wireless network, power supply.
Enclosed work settings • For concentrated/confidential tasks, phone calls or Connect
Webmeeting. • Equipped with height adjustable desk, high quality task
chair and a 22" monitor. (Optional IP Phone.) • Wired and wireless network, power supply.
Touch down work settings • For short/brief tasks (up to two hours only). • Wireless network, power supply.
Place Shared and activity-based workplaces
14 14
Breakout spaces • Small, medium and large breakout spaces for informal meetings. • Informal furniture. • Wireless network available. Meeting rooms • Meeting rooms for formal meetings: 4-6 p (small), 6-8 p
(medium) and8-12 p (large). • Equipped with power/data outlets, adequate
teleconferencing & presentation facilities. • Wireless network available.
Place Shared and activity-based workplaces
15
16
17
18
19
20
21
22
23
• 22” screen. • No docking station, USB hub (optional). • Mounted power supply, network cable.
Open work setting
• 22” screen. • No docking station, USB hub (optional). • Mounted power supply, network cable.
Enclosed work setting
• Wireless LAN (PUB, PH) based on n-standard. Touch down work setting
• Wireless LAN (PUB, PH) based on n-standard. • Signage displays. Breakout space
• 46” or 52” HD screen (BDV series). • Polycom Roundtables in medium and large meeting rooms (6+). • Small meeting rooms (Polycom IP7000).
Meeting room
• 52”HD screen or full HD beamer. • Smart board optional but not serviced by IT. Conference room
• IT on request and approval basis. Building support spaces
Technology IT on the work setting
Detailled
Workstyle
Evaluation
Detailled
Space Analy
sis Sheet
Schematic Desig
n based
on WPI
Principles: - RE
Design
Guidelines - IT
Standards
Concept
Design
Detailed
Design
Tender
Process
Construction Phase
Move-In
Project
Evaluation
& WPI KPI’s
24
Change Management Generic WPI Change Plan
Build & kick off Change Network
Communication Plan / Engage & Communicate activities
Transition to SMT Close out/ evaluation For more information: CM Toolkit
Generic WPI Change Plan (to be aligned with overall project plan)
Kick off Business Change Team at start of the project
Involve/Engage and Coach Change Network
Workforce impact
Build Executive Sponsorship & Equip Leadership WPI Engagement Agreement
WPI Pre Move Survey
Stakeholder analysis
Training Plan / WPI Training
Follow up and Involve/Engage Key stakeholders
Move-In Project
Evaluation & WPI KPI’s
Sustaining Management
WPI Profiles and WPI Guide Way of Working
Storage and Less paper work
Change Management
25
WPI Communication Channels • Email: As needed, written to go out from the Executive Sponsor • Websites: Global WPI & Andover Project Specific Site
– Videos – FAQs (updated weekly)
• Focus Groups • Seminars for Managers • Seminars for Employees • Newsletters • Leaflets • Information Kits for Managers and Employees • Poster Campaigns • Quick Reference Cards • Welcome Packages
WPI in Gurgaon - India: Opening February 2009 472 seats; 520 HC; Ratio 1:1.1; CAPEX 3.4mEuro; 18,2 Sqm/seat
26
27
WPI in Sao Paulo – Brazil: Opening August 2010 762 seats;989 HC; ratio 1.3; 10 Sqm/seat
WPI in HTCE - Netherlands: Opening February 2010 1344 seats;1728 HC; ratio 1.3; CAPEX 14mEuro; 11 Sqm/seat
28
WPI in Stockholm - Sweden: Opening September 2009 237 seats; 270 HC; ratio 1.15; CAPEX 2.7mEuro; 13 Sqm/seat
29
31
WPI you can manage it
top related