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Creating a High Performing Culture in a 21st Century Work Environment
Naomi Leventhal, Ph.D.
Questions for Today
o How – and where – do we work today?
o How is our work environment changing?
o What benefits and risks are associated with this change?
o What lessons have we learned about successful transitions to a Mobile Work Environment?
o What is the relationship between a High Performing Culture and a Mobile Work Environment?
Where We Work – Today
Where We Will Work – Tomorrow
Drivers for Change
o Need to reduce costs and improve operations
o Changing workforce demographics
o Recognition of need for culture change
o Pervasive presence of mobile technologies
o Legislative, corporate, regulatory, and other policy requirements
o Desire to improve sustainability at organizational and individual levels
Moving From Here to There
20TH CENTURY WORK ENVIRONMENT
o Space designed to house personnel units
o 40% average utilization of existing space
o Cubicles that resemble mazes used in animal experimentation
o Inadequate space for collaboration
o Business tools that often lag far behind personal tools
21ST CENTURY WORK ENVIRONMENT
o Space designed to support work
o Cost effective utilization of existing space
oMultiple types of space – individual, collaborative, quiet, casual, etc.
o Integrated technology to support collaboration and interaction
o Business tools that promote easy access to people, data, systems
Mobile Work: where the place, the time, and the technology that we use to work is governed by the outcomes required – and the preferences of the individuals performing that work.
Two Sides to MobilityWORKER LOCATION AND WORK STYLE
o Recognize that the tie between the employee and the desk is gone
o Provide the employee with the tools that enable work in any location within or outside the office –away from the desk
o Invest the employee with the option – and the responsibility – for deciding where to work
o Recognize the need for increased collaboration as the “default” style for work
OFFICE DESIGN
o Create an office design that supports employees who need to – or who choose to – work there
o Recognize that the need for design that supports a collaborative approach to work has dramatically increased
o Provide spaces (and tools) that meet different collaboration needs – small, medium, large meeting spaces, white boards, wall monitors, video-conferencing
o Provide spaces that support need for privacy, heads-down work, and one-on-one interactions
A Workplace Strategy for the 21st
CenturyKey Assumption: Presence is not Performance
Matching organizational and individual performance requires a work environment that is focused on:
o Mobility in where and when and how we worko Flexibility to support different requirements at different times to meet different needso Collaboration to take advantage of the total knowledge of the organizationo Cost-effective use of space to allow for scarce funds to be redirected to higher return objectives
It is not:
o Teleworko Alternate Work Schedules (AWS)o (Only) Hotelingo Throwing people out of the office
A Mobile Workplace provides the ability to respond to dynamic changes in mission, focus and priorities, customers, competitors, and the entire performance environment
A Three-Dimensional Approach
PERFORMANCE
• Decreased Real Estate costs
• Increased work productivity
• Enhanced Continuity of Operations
REAL ESTATE
• Decreased space requirements
• Decreased energy requirements
• Increased sustainability
PEOPLE
• Enhanced performance
• Enhanced work-life balance
• Ability to recruit/retain high performing staff
TECHNOLOGY
• Enhanced access to primary work tools
• Enhanced ability to collaborate
• Alignment of tools to mobility needs
AddressingMultiple Dimensions of the
Workplace
o Involve multiple groups across the organization, including HR, Facilities, IT, Sustainability, etc.
o Build support at multiple levels, from senior executives to mid-level managers to staff
o Rely on good management principles: project management, change management, financial management
o Recognize that the opportunity to break down silos (and the associated benefits) go beyond workplace transformation
Re-Visioning: Building the Concepto Begin with first principles – why are we here?
o Ask what work could look like?• Flexibility in where we work
• Flexibility in when we work
• Flexibility in the office environment
oMeasure the distance from here to there.
o Identify the enablers and obstacles.
o Define your Re-Vision for the Future of Work.
o Build commitment to change.PERFORMANCE
WORKFORCE
WORK
MISSION
Re-Visioning Checklist: Top Ten1. Find allies – people who share your enthusiasm, commitment, and focus on the future.
2. Get the right people together – identify the key people who can turn ideas into action.
3. Commit to a timeline for building your Re-Vision that makes sense for your organization – a shorter timeline to create momentum or a longer one to sell your concept to a broader audience across the organization.
4. Identify strategies to get people thinking in a new direction – use external ideas, facilitators, collaborative technologies, or other tactics that demonstrate the difference of this effort from typical meetings and consensus building activities.
5. Look around – see what others in your industry or with similar business objectives, employees and customer base are doing.
6. Look at what is working now – what flexibilities are being used and which are most valued by employees.
7. Build a bold statement that defines the future – a statement that sums up your objective and its benefits and that pops with a fresh perspective.
8. Share your ideas with the organization – start informal conversations to promote new ways of looking at workplace flexibility.
9. Focus on action, not just interaction – focus every discussion, interview, meeting, and working group session on action steps for transforming a statement into reality.
10. Think big – think about going beyond space and technology changes to a new view of how we work today.
Designing A High Performing Workplaceo Identify drivers and opportunities: cost, culture,
workforce, technology, facilities, organizational change, etc.
o Develop a baseline to support a Business Case, development of objectives, and ongoing measurement of progress
o Assess current work performance with emphasis on work objectives and work styles
o Create a vision of the future work – who, what, how, where, when?
o Create a vision of a future work environment to support organizational and individual work objectives Design for today and the future
Identify workplace requirements and options
Identify individual and organizational
performance requirements
Assess current work processes, policies,
and work styles
Defining Work Styleso Resident: Spends majority of time in office at
desk; works with others face-to-face
o Traveler: Spends majority of time outside of office with external clients, at meetings, conferences, etc.
o Teamer: Spends majority of time collaborating formally and informally with co-workers
o Independent: Spends majority o time at desk with limited face-to-face interactions with clients or co-workers
Resident Traveler
Teamer Independent
Addressing the Performance ChallengeCHALLENGE
o Managers cannot provide oversight and guidance for staff they cannot see
o Employees cannot be trusted to work outside the office
o High performers won’t be recognized for their efforts
o People don’t know how / don’t like to use technology
o Individual and organizational performance will suffer
RESPONSE
o Use tools that support communication of objectives, approach, plan, schedule, expectations
o Train managers and employees to work effectively in a mobile environment
o Implement Performance Management policies and systems
o Build a culture focused on performance –identifying appropriate behaviors and rewarding high quality performance
Measuring PerformanceORGANIZATIONAL PERFORMANCE
MEASURES
o Workforce Acquisition and Retention
o Workforce Engagement
o Process Performance Quality and Timeliness
o Facilities Cost and Utilization
o Technology Usage
o Customer Satisfaction
INDIVIDUAL PERFORMANCE
MEASURES
o Service Delivery/Process Timeliness
o Output Quality
o Outcomes and Impact
o Individual Work/Life Balance
o Job Satisfaction
Impacts to Culture and Performance
ORGANIZATION
o Reduced cost for lease, utilities, etc.
o Enhanced return on investment for space, furniture, technology
o Flexibility to meet changes in organization mission
o Resilience to support performance in face of unexpected events
o Development of a work culture based on organizational performance – what is produced, needs of customers that are met
INDIVIDUAL
o Enhanced work-life balance
o Enhanced control over work environment
o Support for adoption of new technologies
o New emphasis on innovative problem-solving, with focus on results over process and policy
o Development of a work culture that supports individual responsibility for results
Mobility Transition Best PracticesPEOPLE
oMobile Work Policy
o Leadership Alignment
o Stakeholder Management
o Cross-organizational Engagement
o Communication
o Training
o Performance Management
FACILITIES
oWorkplace Standards
oMobile Space Use Policy
o Portfolio Alignment with Current and Future Needs
o Home Office Guidelines
TECHNOLOGY
o Standardized IT packages for Work Style Needs
o Collaborative Tools
oMobile Work Architecture and Support Infrastructure
o Security Policies and Tools
o Help Desk
Result: A High Performing CultureA Mobile Workplace can produce a culture that:
o Clearly ties work processes and employee management policies to the mission
o Rewards behaviors that promote a focus on mission accomplishment
o Puts the emphasis on outcomes, not outputs
o Emphasizes the value created by work
o Gives employees control over their work
o Enhances expectations for collaboration
o Enhances expectations for performance for both the individual and the organization
Final Thoughts
We cannot solve our problems with the same thinking we used when we created them.
-- Albert Einstein