consultancy workplace services

Workplace Strategy and Change

March 2011

2

Business ImpactPerformance

Metric

Workplace

Contribution

Workplace

Intervention

Business

Challenge

How do we help

our employees

reach their

potential?

How can we

accelerate cultural

change?

How can we

increase our

competiveness?

What more can we

do to attract and

retain the best

talent?

What’s your business challenge?

MEASURE

STRATEGY CHANGE

EVALUATE

PREPARE

MANAGE

PLAN

Global WorkPlace Solutions EMEA – Confidential and Proprietary

What’s your business challenge?

Focus

Collaborate Network

Workstyle AnalysisUnderstanding ways of working, barriers to productivity & readiness for change

Global WorkPlace Solutions EMEA – Confidential and Proprietary3

EVALUATE PREPARE MANAGE MEASUREPLAN

The style in which people work should dictate the space

they work in, and not vice versa. Our Workstyle Analysis

comprises of information gathered during our

Management Interviews, Workstyle Discovery,

Workplace Scribble Plan and All in a days work on-line

questionnaire.

This process has been designed to profile different styles

of working within the organisation based on 4 key work

modes. The output helps our clients make informed

decision about the types of activities that need to be

supported within the working environment.

All in a day’s work measures how employees work as

well as gauging what in the workplace prevents them

from being most productive, and how they would react

to the idea of working differently.

Organisation DynamicsUnderstanding how your organisation works



Undertaking how a business works and the various interfaces

between teams is a key piece in the puzzle when determining how a

business can increase its competitiveness.

Our Management Interviews coupled with our Business

Adjacencies tool gives us a good understanding of the work

environment today and requirements for the work environment of

tomorrow.

Together with knowledge on how the organisation works, utilisation

and occupancy data and Space Efficiency & Benchmarking, we can

make some informed recommendations

on changes to your workplace

to increase competitiveness.

Department 2

12 - 14

Department 2

12 - 14

Department 5

15

Department 5

15

Department 3

11

Department 3

11

Department 6

17

Department 6

17

Very

Flexible

7-8

7-8

Department 1

15 - 18

Department 1

15 - 18

Not that

Dynamic 3-4 3-4

7-8 Partners/Externals

Low Link

Medium Link

Strong Link

7-8 Partners/Externals

Low Link

Medium Link

Strong Link

Department 4

11 - 12

Department 4

11 - 12

Mgr

+

Assistant

Mgr

+

Assistant

3-4

Agile

Team

Centre

To All

Accelerating Cultural Change



The space employees work in, the

behaviours they demonstrate and the style

they work in should all be reflectors of the

company ethos, values and culture.

How aligned are yours, and how could the

workplace help bridge that gap?

We have developed a model which draws

on our existing product sets to gain a

measure of:

Organisation values / characteristics

Workplace Provision

Workstyle Analysis

Helping us to understand gaps in

alignment, and how to use the workplace to

bridge those gaps and accelerate cultural

change.

Captured by Company Research

Captured during Management Interviews

Captured by Management Interviews, Workstyle Discovery and

Focus Groups

Captured by Scribble Plan, Spatial Analysis, TUS and Capture my

Workspace

Behaviours

Workspace Workstyle

Aspiration

Current

Prescribed

Aligned / Misaligned

Workplace Performance EvaluationA gauge on workplace performance & satisfaction against those expectations



Workplace NOW

The workplace should be an enabler to productivity, not an

inhibitor. The design, layout, look and feel of a workplace

can have a significant impact on those working within it.

Our workplace performance evaluations uses information

gathered from Capture my workplace, Workplace mood

Cards, Deep Dive Interviews, Workplace now and All in

a Day’s Work to evaluate both employee satisfaction and

workplace performance.

Aligned with the information gathered from the generational

attitudes study, the output helps our clients pinpoint areas

in the workplace to concentrate their efforts on when trying

to attract and retain talent

0.0

1.0

2.0

3.0

4.0

5.0

How important is the workplace to

you?

How well does the new environment

support you to work

effectively?

How satisfied are you with the new

environment?

How satisfied are you with the

tangible

environment?


intangible

environment?

‘We have a meeting point

in the middle of the office’

Effectiveness – 3

Importance - 5

Space Efficiency & BenchmarkingGauging how efficient your portfolio is and understanding opportunities for improvement



Ensuring the efficiency of portfolios across

countries, not to mention regions, is an essential

task for any business.

Our three steps tool helps organisations to

understand the space they have and how it is

performing against key metrics such as; Area,

Seats, Head Count, Occupancy Cost and Lease

Expiration.

By running this analysis we can potential

opportunities, which the further steps look to

realise through a defined strategy.

1.5

1.2 1.1

0.8

1.2 1.2

27m

51m

28m

R1 R2 R3 R4 R5 All

Seats v HeadsSeats from the portfolio

$106mtarget 1 to 1 ratio

19

16

14

11.810.5

14.3

42m

46m

31m

R1 R2 R3 R4 R5 All

Sqm / SeatPlan space efficiently align

support space $119mtarget 12sqm per seat

5349

5865 68

59

R1 R2 R3 R4 R5 All

Occupancy %Increase agility reduce

under utilisation >$200m push utilisation to 80%

0.0

50.0

100.0

150.0

200.0

250.0

0 10 20 30 40 50 60 70 80 90

Sq

ft/S

eat

Cost/Sqft

Sqft/Seat & Cost/Sqft by Building USF

1-Jan-2008

31-Dec-2008

31-Dec-2009

31-Dec-2010

31-Dec-2011

30-Dec-2012

30-Dec-2013

30-Dec-2014

30-Dec-2015

29-Dec-2016

29-Dec-2017

29-Dec-2018

29-Dec-2019

28-Dec-2020

28-Dec-2021

28-Dec-2022

0.0

20.0

40.0

60.0

80.0

100.0

120.0

140.0

160.0

180.0

200.0

IL-Mettawa NY-Buffalo, HSBC Center

NY-NYC 452 5th Ave Burnaby, Gilmore Way 3383

Burnaby, Gilmore 3555

Sqft/Seat & Lease Expiration Opportunities

Building Target Sqm/Seat Lease Expiration Lease Break 1

Lease Break 2 Lease Break 3 Lease Break 4 Lease Break 5

Screen Single32%

Screen Double

10%

Desktop25%

Laptop/ Docking St.

21%Dual Serv. Box

7%

Non Std Equ. 3%

Printer/ Fax 1%

Scanner 0%

0%10%20%30%40%50%60%70%80%90%

100%

10

88

10

74

10

87

11

19

10

73

10

86

11

64

10

02

10

23

11

49

12

05

10

22

11

50

11

51

11

06

12

37

11

07

10

48

12

38

11

31

12

68

12

69

4 6 12 28 4 6 8 12 4 5 6 8 12

00 01 02

BP_ST_4

BP SP 1110

Average of Avg Ut

Average of Seat Ut

Meeting Rooms – Detailed Analysis

162

66

140

93

42

13

1

0

170

47

116

126

29

24

9

2

Screen Single

Screen Double

Desktop

Laptop/ Docking St.

Dual Serv. Box

Non Std Equ.

Printer/ Fax

Scanner

Number of Units

Workspace Technology per Floor

Floor 00 Floor 01

Workspace Technology – by Floor

Utilisation & OccupancyGauging how well the current space provision is utilised



Undertaking a needs analysis to fully understand supply

and demand sets the foundations for an efficient and

effective workplace, allowing portfolios to be managed

more efficiently.

By undertaking a Space Utilisation Survey and a

Technology & Storage audit we can quantify utilisation

and occupancy levels within the working environment,

storage requirements (including surplus storage) and

trends in technology at workstations.

The outputs are designed to support organisations

contemplating flexible working in setting share ratios by

work-style or role, minimising the risk of impacting

productivity levels whilst maximising potential cost

savings. 0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00

In Use - Occupied In Use - Unoccupied Not in Use

AV = 22%

MIN = 3%

MAX = 41%

Workspace – Hourly Profile

49%

28%

15%

8%

Generational Attitudes & Workplace AspirationsUnderstanding the workplace expectations of different generations


0.0

1.0

2.0

3.0

4.0

5.0

How important is the workplace to

you?

How well does the new environment

support you to work

effectively?

How satisfied are you with the new

environment?


tangible

environment?


intangible

environment?

In order to win the war on talent, we must first understand what

different generations expect from a workplace, only then can we

maximise the appeal of your workplace to attracting the

employees of the future and retaining the employees of today.

To understand generational attitudes we use Oxygenz, a global

research project designed to gauge how important the workplace

is to generation Y and what factors should be considered when

changing the workplace. But it’s not all about generation Y, what

about retaining the talent pool you already have? Our Deep Dive

Interviews, coupled with Workstyle Discovery, Management

Interviews and Focus Groups help us to understand how

employees work, but also what it is in the workplace that will

keep their loyalty.

The output helps our clients pinpoint how

the workplace can be an enabler when

trying to attract and retain talent.


???

SolutioningPulling the knowledge gained together and determining the right solution



Vision

Options

Objectives

Critical Success Factors

Measurement

Benchmark

Workplace Change Event

Evaluation

Improve productivity

property and people efficiency and effectiveness

Reduce property and people costs Space use

studies, interviews, focus

groups, questionnaires,

workshops, surveys

Encourage greater interaction, knowledge sharing, team working,

creativity and innovation. Decrease hierarchical culture and improve morale

Change management

and communications

programme

Space use studies,

interviews, focus groups,

questionnaires, workshops,

surveys

Scope Identify Review Implement Achieve

Benefits Realisation Process

Review and refine

A workplace strategy in it’s simplest form is the process of

organising workplace resources to create business

advantage. The development of a successful workplace

strategy however is far from generic and is based on

analysis and an in-depth understanding of the users and

business context it is to support.

Solutioning uses information gathered during the evaluation

phase and incorporates Dimensioning of Workspace,

Workstyle Modelling, Concept Design, Scenario

Planning, Benchmarking, Business Case Development

and Benefits Identification providing a clear and concise

framework for implementation.

Detailed cash flows and fully worked scenarios enable quick

and simple comparison and the right information to allow you

to make confident and informed decisions

Envisioning Essential up-front diagnostic, positioning, and planning activities for the change


Behavioural

Physical

Relocation

New environment

New way of working

Increased cultural change

Engaging

Informing

Bringing together

different organisations


The first stage of any workplace change is to establish

the desired vision and understand the scope, scale

and pace of change that is appropriate.

Our envisioning calls upon tools such as the scale of

change matrix, stakeholder mapping, and the

communication and engagement assessment.

The output of this stage is the creation of a workplace

vision and a suitable change management programme

of activities and associated supporting

communications strategy and plan.

Phase 4:

Commitment

Phase 3:

Exploration

Phase 1:

Denial

Phase 2:

Resistance

2

4

5

7

1011

14

17

3

All in a day’s

work survey

Identify Change Agents

‘Capture my workspace’

Awareness

Cover up desks (if appropriate)

‘Issue’ flip charts

Review event /

Solutioning B

Solutioning A

1

Town Hall

12b12a

12c

12d

16

Celebration event

Managers Briefing

All in a day’s

work survey

(post change)

8

Fears & Concerns

6

Workstyle Discovery

9

Workstyle Pursuit

13

Exhibition space

launch

15Open surgery

Communication

Senior and Middle Management Buy In Ensuring effective leadership and direction

Once engagement activities and supporting communications

have been planned the focus is on identifying and working with

key management who will be critical and highly influential to the

achievement of the desired changes.

Techniques ranges from groups workshops to individual

interviews aimed at covering the project in hand, fears and

concerns, critical success factor, previous experience of change

and support needed.

At this stage, the sponsor and change agents / champions need

to be identified as they are critical internal roles to support the

change process. The change grid is utilised as a mechanism

to identify but also others who are likely to be supportive and

influential in the change as well as those who may be

unsupportive and influential (resistors).



INFLUENTIAL

Change Agents

SUP

PO

RTI

VE

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00

In Use - Occupied In Use - Unoccupied Not in Use

AV = 22%

MIN = 3%

MAX = 41%

Workspace – Hourly Profile

Widespread Engagement Positively involving and mobilising the workforce

Once buy in has been gained from the senior

and middle management team, widespread

engagement with the workforce can

commence. This is often an extensive

period of carefully timed activities that

start with raising awareness and then building

into specific preparation and support

activities.



Support

the

Change

Raise

Awareness

Bring it to

Life

Portal

Road shows

All in a Days Work

Merchandise

Touch & feel exhibition

Town hall

Poster campaign

Internal magazine

Big screen presentations

Desk drops Email signature banner

Pre implementation survey

Day in the lifeVideos

FAQ's

Story board / Comic strip

Newsletter

Screen saver

Virtual tour

Online discussion forum

Web / Pod casts

Articles

Champion briefing packs

Workshops

Focus groups

Move packs

Brochures

Welcome packs

Drop in surgery

Project boards

Post implementation survey

Way finding maps Space allocation guidance

Guidance for managers

Etiquette

Starter kit

- Physical

- Virtual

Workstyle Pursuit Workstyle DiscoveryFears &

concerns

What can t he

project t ackle?

What can we do

wit h our managers?

What can

t he organisat ion

do?

What do you do?

Your boss comes to your desk for an informal conversation, which, however,

turns into a confidential discussion after a few minutes.

What do you do?

Your boss comes to your desk for an

informal conversation, which, however,

turns into a confidential discussion after a

few minutes.

Campaign

Posters

Survey

Feedback

Regular Newsletters

FAQ’s

Way finding maps

Welcome brochure

Focus Group

PacksEtiquette

Video

Move

Packs

Move

Champion

Briefing

Packs

Space

Allocation

Guidance

Portal Discussion

Hosted

Exhibition

Widespread Engagement Providing back up communications to the engagement activities

Back up communications are very important at this stage,

providing information as required to inform and support activities.

The type and level of communication required will be different for

every client. Here are some examples of the types of communications

we have produced in the past.


../Multiflex Guildford/Protocols/Protocols video/VIDEO_TS.VOB

Evaluate Success Short and long term impact review


Vision

Options

Objectives

Critical Success Factors

Measurement

Benchmark

Workplace Change Event

Evaluation

Improve productivity

property and people efficiency and effectiveness

Reduce property and people costs Space use

studies, interviews, focus

groups, questionnaires,

workshops, surveys

Encourage greater interaction, knowledge sharing, team working,

creativity and innovation. Decrease hierarchical culture and improve morale

Change management

and communications

programme

Space use studies,

interviews, focus groups,

questionnaires, workshops,

surveys

Scope Identify Review Implement Achieve

Benefits Realisation Process

Review and refine


Evaluating the success of change and ensuring that it has delivered on the

benefits it set out to achieve is key to our approach. Through a selection of

varied media, including online questionnaires, workshops and

employee interviews, we can understand the impact of business

performance. We apply our benefits realisation framework to quantify the

impact in real terms and help identify next steps and improvements.

Workplace NOW

consultancy workplace services

Business

people efficiency sharing

people costs space

space efficiency

workstyle discovery

days work

std equ

effectiveness creativity

business challenge