workplace management in response to changing work style

WORKPLACE MANAGEMENT IN RESPONSE TO CHANGING WORK STYLE

WHAT IS WORKPLACE MANAGEMENT?

• Space availability• Energy costs• Operation and maintenance costs• Ever-changing mission requirements• Security concerns• Emergency management planning• Alternative workplace arrangements (AWA)• The new mobile workforce


• Emergency management planning

• Space availability

• Energy costs

• The new mobile workforce

• Alternative workplace arrangements (AWA)

• Ever-changing mission requirements

• Operation and maintenance costs

• Security concerns

• Facility managers have focused on ways to use workspace more efficiently, assist company to increase the utilization of current facilities, improve space planning methods when sizing future facilities, and divest of unneeded property.

• Move away from hierarchical space planning and more towards use of space that provides the best possible benefit for knowledge workers.




• Energy costs






• Unused office space is costly to maintain in terms of heating, lighting etc. By improving space utilization, companies can effectively reduce their energy use.

• Flexible working can contribute directly to reducing a company’s carbon footprint by enabling staff to work from a wider range of workplaces including some home working, client site and satellite offices.




• Energy costs






• The facilities management department has responsibilities for the day-to-day running of the building, these tasks may be outsourced or carried out by directly employed staff.

• Maintenance, testing and inspection schedules are required to ensure that the facility is operating safely and efficiently, to maximize the life of equipment and reduce the risk of failure. Statutory obligations must also be met.




• Energy costs






• The design of each space varies depending on the needs of the people who use it.

• By adopting a more flexible environment where staff are able to reserve workspaces according to their task.

• Staff can be redeployed, or space added or downsized without disrupting the overall operational structure.




• Energy costs






• A facility security audit looks for threats that could disrupt a facility and its operations. These include but are not limited to: threats or attacks on housed employees or visitors.

• The Internet provides a new and challenging access point for Facility Managers. While building automation systems have become essential tools for managers, they also have provided a potential access point for outsiders to control the same systems a manager does.




• Energy costs






• A course of action developed to mitigate the damage of potential events that could endanger an organization's ability to function.

• Data replication

• An emergency communications plan (EC plan)




• Energy costs






• Employees are assigned to one facility, but they can move around and choose a variety of work settings during the day. They don’t have put their name tag on a specific work space. And everyone can find them because their phone, pager, and PC go with them.

• The alternative workplace can help the company retain experienced employees who find the flexibility to work.




• Energy costs






• For many knowledge workers, work is almost synonymous with Internet access. Now that laptop computers are powerful and inexpensive, wireless networks proliferating, and various conferencing technologies maturing, “office space” can be created virtually by using the tools that workers would be supplied with anyway.

• Mobility helps staffs use real estate more effectively, saving money and reducing greenhouse gas emissions.

Work is what you do,

not where you do it

WHY WE NEED WORKPLACE MANAGEMENT?

• In today’s constantly changing workplace, organizations must find ways to remain competitive and to keep up with rapid technological advances and developments in business environments. Learning to utilize the workplace as a strategic tool can help meet these objectives.

• Spaces need to be efficiently managed to ensure that employees can work in the spaces best suited to their needs and helps them to work more efficiently.

ALTERNATIVE WORKPLACE ARRANGEMENT (AWA)

1. Telework or telecommuting

2. Telework center

3. Virtual office or virtual workplace

4. Office Hoteling

5. Hot desking

6. Desk Sharing

TELEWORK AND TELECOMMUTING

The act of performing all or a portion of work functions at an alternative worksite, such as working from home or a telework center, to reduce or eliminate an employee's commute.

To be considered telework for federal purposes, telework must occur at least one day per week on a regular and recurring basis and does not include

Situational telework (unscheduled, project-oriented, non-recurring, and/or irregular telework and/or any teleworking that occurs less frequently than once a week on a recurring basis) or

Full-time mobile work arrangements.

TELEWORK CENTER

Provides workstations and other office facilities/services that an employee utilizes (typically on a fee for use/service basis) from several organizations

An employee uses the facility as a geographically convenient alternative worksite for its users. Listed are different types of alternative worksites, including telework centers and virtual office solutions.

VIRTUAL OFFICE OR VIRTUAL WORKPLACE

A virtual office is a work environment in which employees work cooperatively from different locations using a computer network (in lieu of a single building or other single physical location).

As opposed to a single location site (facility) where workers are housed, the virtual office is typically a collaborative communications medium, such as a computer network, where workers gather electronically to collaborate and/or carry out other work activities.

The actual physical locations of the employees working in a virtual office can be temporary or permanent and can be nearly anywhere, such as their homes, satellite offices, hotel rooms, corporate offices (shared work space), airports, airplanes, or automobiles.

OFFICE HOTELING

Reservation-based unassigned seating

Employees reserve a workspace before they come to work in an office.

Workers are not assigned their own desks; instead, they reserve a desk for their temporary use for just the days they expect to work in the office.

The benefits of hoteling over a more traditional, one-desk-per-employee scenario include saving costs on commercial real estate, as well as creating opportunities for staff to mingle and collaborate more.

HOT DESKING

Unassigned seating

Practice of not giving employees (especially the salespeople) their own desk in the office. Instead, the firm provide a pool of fully equipment desks which are occupied as required. Hot-desking is possible where a firm’s databases and services can be easily accessed via wireless or telephone links.

DESK SHARING

Two or more employees share the same workstation in a typically pre-arranged manner that allows each of the employees to have sole access to the specified workstation on given days while the others involved in the sharing arrangement work elsewhere.

The challenge for desk sharing is the need to come to an agreement on a mutually satisfying schedule for use of the workstation as well as the need to work with the desk habits of others.

TREND OF WORKPLACE MANAGEMENT CHANGING

Traditional Office

Cost:

Use of Space:

Staff Satisfaction:

Open Office

Cost:

Use of Space:

Staff Satisfaction:


Activity Based Workplace

Cost:

Use of Space :

Staff Satisfaction:


TOP 10 TRENDS INFLUENCING WORKPLACE DESIGN – FOR ARCHITECTS / INTERIOR DESIGNERS / FACILITY MANAGEMENT

1. Top talent is shrinking - Creating vibrant offices

2. Employee engagement matters- Providing spaces for effective collaboration

3. More people are working remotely and not at their desks - Mobility , effective technology and business processes

4. Flexible work boosts engagement and satisfaction- Flexible work allowing employees to work when, how and where they

choose

5. Activity-based work settings are on the rise - A variety of “activity settings,” or purpose-built areas for specific activities accessible to all

TOP 10 TRENDS INFLUENCING WORKPLACE DESIGN – FOR ARCHITECTS / INTERIOR DESIGNERS / FACILITY MANAGEMENT

6. Buildings can help or hinder productivity

7. Lighting matters

8. Acoustics are vital

9. People are the most important metric

10. Change management works

ACTIVITY-BASED WORKPLACE (ABW)

• An emerging trend in office design that allows for flexible, transparent and collaborative spaces, while increasing productivity and remaining cost-effective.

• Employee are not assigned with designated workstation. Flexible work – allowing employees to work when, how and where they choose – generally receives a positive response.

• Activity-based offices can decrease overheads such as rent, paper-usage, electricity and energy by substituting uneconomical cubicles with Wi-Fi enabled workstations.

• Modern technology such as WiFi, Mobile Device and Cloud Technology has allowed for more mobility and flexibility.

ACTIVITY-BASED WORKPLACE (ABW)

Occupants have a home base at their dedicated (assigned) workstation and also the following spaces available to meet their needs for specific work and social activities:

• Focus rooms - no need to reserve in advance, for private phone conversations, one on one discussions, conference calls and creative activities requiring privacy (to name a few).

• Huddle rooms - for small groups (3-4), with no need to reserve in advance, to meet in an exchange of ideas, meetings, videoconferencing (when available), team grant writing, etc.

• Small and large conference rooms

• Town Center spaces - a social space, kitchen and ‘water cooler’ interactions

ACTIVITY-BASED OFFICE – MARTELA HOUSE

• In 2012, Martela introduced Activity-Based Office at Martela House and reforming into Martela Lifecycle® model.

• Changes in organization, working practices and attitudes are constantly shaping the workplace.

• A better place to work

• Improvement never stop

• Survey after refurbishment:• 89% feel that they can concentrate better• 72% feel that they’re working more

efficiently• 68% feel that their well-being at work has

increased

Personal Locker Martela Dynamic

MARTELA HOUSE - ACTIVITY-BASED OFFICE

Concentration Collaboration Communication Chilled Out

MARTELA HOUSE - HOW TO IMPLEMENT IT INTO ACTIVITY BASED OFFICE?

Specification

PlanningImplementation

Maintenance

CASE STUDY: AT&T

In 1994, 32,000 employees worked at home by telecommuting

Organization involved 100,000 people

Pioneer of Alternative Workplace (AW)

Motives:

Cost Savings – 30% Cash Flow Improvement by Cutting Down Offices

Increase Productivity – Devote more time to customers rather than office routines

Help keeping experienced employees

Capture government incentives and avoid costly sanctions

Tax codes may change to enable more employees to deduct home office costs

CASE STUDY: AT&T

Shared Desk – 14,000 employees in this arrangement now, up to 6 people can share 1 desk

Provide Team Rooms and Workstation in Open Area

“You are assigned to one facility, but you can move around and choose a variety of work settings during the day.”

Hoteling

Satellite Offices

Save up to 50% in real estate costs

Diversify the risk of overconcentration in a single location

Broaden the pool of potential employees

Telecommuting

Home Offices

CASE STUDY: AT&T

Source: Havard Business Review

CASE STUDY: COMMONWEALTH BANK, AUSTRALIA

Dock Station with MacBook

Individual Lockers to store Laptops


Private meeting room

Collaboration area

Group meeting area

Recreational area with seats, pool table and barbeque


Workplace Demographics

Source: Monthly Labor Review, November 1997

GEN Y WORKPLACE EXPECTATION

Source: Coydavison

MYTH ABOUT ALTERNATIVE WORKPLACE

The alternative workplace is for everyone?

An AW program can spearhead the process of organizational change?

AW company office is the most productive place to work?

The alternative workplace is all about computers?

ALTERNATIVE WORKPLACE RIGHT FOR YOUR ORGANIZATION?

Are you committed to new ways of operating?

Informational or Industrial?

Open and proactive cultures?

Staff, Work Nature and Time?

Are you prepared for some “push back”oftransition from conventional to alternative?

Invest in AW initiatives work?

IMPLEMENTATION OF AW INITIATIVES

Start with a pilot project and don’t overcomplicate it.

“A phased approach to an AW program is essential in order to test what’s acceptable.”

Segment the workforce you are considering for the alternative workplace, and assess the logistics of the proposed new arrangement.

Office Bound, Travel Driven, Independent

Employees are clear both on performance objectives and how performance will be measured.

Train for culture as well as technique.

“In the alternative workplace, managers and employees have to learn how to be in and of the organization while not being at it.”

Educate customers and other stakeholders.

Keep an eye on how participants balance their work lives with their home lives.

“AW employees must draw a firm line between their home and work lives—and be confident that the line is in the right place.”

IMPLEMENTATION OF AW INITIATIVES

THANK YOU