workplace wellbeing & delivery hacks - towereight · 2017-07-03 · orbit architects :...

Workplace Wellbeing & Delivery Hacks

Tuesday 20 September 2016

John Williams Melanie Woolcott Sam Addison

Workspace Hacks1

#Hacks?Hack

/hak/

Verb

1. Cut with rough or heavy blows

2. Gain unauthorised access to date in a system or computer

Noun

1. A rough cut, blow or stroke

2. Informal – an act of computer hacking

#Hacks?

What happens in Amsterdam Stays in

…..?

Corenet: The key Trends?

Connected workforces

Internet of Things Co-working

Cloud-Enabled Business Flexible Working

Use of data

Agility

Utilised as an

enabler of growth Workspace EVOLVING

CUSTOMER NEEDS

Workplace: Is increasingly seen as critical for the talent agenda with strong sector disparities.

Co-working: a fundamental element of portfolio strategy by already 20% of respondents.

Cost remains the key CRE driver: whilst Talent and Innovation remains on top of CEO agenda.

What are people looking for?

global uk

us

9

EMEA – google trends

What is coworking?

A business practice, which involves a shared office environment for workers

from different organisations.

1196%Growth of U.K.

co-working

spaces since

2010

3New co-working

spaces open

each day

73%Of co-working

spaces are

independent

8%of members

leave because

of the noise

430Dedicated

co-working spaces

in the U.K.

alone…

10-20%Space allocated

for social

interaction

Membermodel, charged by

the hour, the day

or the month

What is the flexible market made up of?

Serviced offices

Grey / Surplus space Managed workspaces

Incubators & accelerators Co-working

environments

Business continuity space

Why does demand for flexible space continue to grow?

Digital Workplace

"The digital workplace is a major trend in corporate real estate right now," said David Roberts,

managing director at JLL. "It's complex, challenging, and costly." Most companies spend 15% to

20% of their construction budget on IT, Roberts said. While 25% of the budget is on the high end of

the spectrum, it is not unusual.

WHO IS THE CUSTOMER?

BY 2020, MORE THAN 40% OF

THE US WORKFORCE WILL BE

CONTINGENT WORKERS,

ACCORDING TO A STUDY

CONDUCTED BY SOFTWARE

COMPANY INTUIT IN 2010.

Between 2009 and 2012, according the Bureau of

Labor Statistics, the number of temporary employees

rose by 29%

A survey of the

200 largest companies found that temporary workers represented, on average,

22% of their workforce,

and that percentage is growing.

…THAT’S MORE THAN 60 MILLION PEOPLE.

Entrepreneurial growth

4.5 MILLION PEOPLE IN THE UK, OR

14.5% OF THE WORKFORCE, ARE

NOW SELF-EMPLOYED

ONS 2015

City PopulationTotal Co. in 2

years

Ratio of

Companies

Liverpool 440 000 57, 323 0.31

Birmingham 992 000 289 192 0.29

Manchester 420 000 115 932 0.28

Brighton 248 000 39 487 0.16

Glasgow 560 000 87 171 0.16

London 7 200 000 1084 041 0.15

Nottingham 285 000 34601 0.12

Leicester 280 000 32 095 0.11

Belfast 280 000 31 038 0.11

Coventry 305 000 32 613 0.11

Newcastle 259 000 27 204 0.11

Bristol 380 000 37 282 0.10

Cardiff 310 000 29 178 0.09

Edinburgh 450 000 35 784 0.08

Leeds 720 000 31 594 0.04

health Wellness

“89% of companies surveyed in the

US are rolling out Wellness

programmes..”

CBRE / CORENET

Space Utilisation

What is needed is a more detailed

understanding of both employees’

tasks and also their personalities,

with heterogeneous spaces

then designed to fit.

Who are wework?

“We happen to need buildings like

Uber happens to need cars, like Airbnb

happens to need apartments,” says

Neumann. WeWork isn’t shared office

space at all. It’s a “platform for

creators”.

WEWORK PROJECTIONS FOR

2018?WeWork Members: 260,000

WeWork Locations: 376

WeLive Members: 34,000

WeLive Locations: 69

By 2018, the company predicts operating profit of

$941.6 million on revenue of $2.86 billion.

WHAT & WHO IS THE MARKET?

Orbit Architects : Workplace Strategy

Wellbeing in the ‘Smarter Working’ office

20th September 2016Job No. Orbit Architects 83 Blackfriars Road London SE1 8HA T: 020 7593 3380 W: www.orbitarchitects.com

2

understand design build use

o Introduction

o Wellbeing at work

o What is ‘Smarter Working’?

o How the ‘Smarter Working’ office can support

wellbeing

AGENDA


3


What's Wellbeing? – being happy and healthy!

What’s Smarter working? - put simply, it really

just means being thoughtful about the tasks we

have to achieve each day and choosing the

appropriate worksetting and / or location from

which to accomplish them.

INTRODUCTION


“keeping staff happy is essential, supporting staff in keeping

healthy is forward thinking!”

4


Wellbeing plays a central role in creating flourishing

societies.

Focussing on wellbeing at work can benefit societies by

helping working individuals to feel happy, competent and

satisfied in their roles.

The evidence shows that people who achieve good

standards of wellbeing at work are likely to be more

creative, more loyal, more productive and provide

better customer satisfaction than those with poor

levels of wellbeing at work.

Wellbeing is not just about the physical needs of the

individual but about the human as a whole,

– Mind, Body and Soul

WELLBEING


5


Stress one of the biggest factors that affects staff

wellbeing

What gives us stress at work?

o Lack of time

o Our leadership management style

o Lack of control

o Lack of trust

WELLBEING : MIND


“relationship with boss - the number one reason employees quit

there job is a bad boss!”

6


How do we reduce stress at work

o Worklife balance reduces stress

o the ability to balance our busy lives

o sense of control - empowerment

o Output oriented performance cultures rather than

presence cultures

Studies show effective working hours in a typical week are 33 to

47 hours after that productivity is substantially reduced.

o Management styles – trust and respect

Research showed us that ‘transformational’ management style -

behaviour that is deemed inspirational, motivating, stimulating,

or charismatic hold stronger correlations with employee

satisfaction with leadership and overall job satisfaction than

‘transactional’ or ‘considerate’ management styles do.

WELLBEING : MIND


7


Supporting staff in keeping healthy

o Physical activity - opportunities for staff in their

working week

o Healthy eating - providing health food options

o Rest & sleep - business culture that actively supports

reasonable hours and discourages long hours.

WELLBEING : BODY

“a Mars a day helps you work, rest and play!”


8


In the office

o Provision of shower facilities, secure bike storage,

outdoor space landscaped for walking or running.

o Workspace designed to encourage movement around

the space.

o Adjustable furniture that can fit a range of shapes,

sizes, needs and preferences and that promotes

movement throughout the day……. and training on

how to use it!

o Sensory stimulation – create workspace that give

people choices for controlling the level of lighting,

views, ventilation, and temperature around them.

WELLBEING : BODY


9


Out of the office

o access to sports facilities

o Training - ergonomics of how furniture and facilities

are best used

o (not just in companies offices but - home, clients

coffee shop etc.)

o Technology solutions that support in the best physical

and ergonomic way.

WELLBEING : BODY


10


WELLBEING : SOUL

Matching individual social values and business values

o Sustainability, green credentials

o Sense of fairness – equality, discrimination etc.

Sense of belong, knowledge and learning

o Working relationships – team

o Social events

o Access to people, knowledge and collaboration.

“definition of team - coming together as a team to achieve a common goal”


11


SMARTER WORKING KEY PRINCIPLES:

Staff have the freedom to work where they want and when

they want. Work takes place at the most effective locations

and at the most effective times, respecting the needs of the

task, the customer, the individual and the team.

Managing business and individual performance focuses on

results and outcomes rather than presence.

A flexibility first approach is the norm rather than the

exception.

A shared and agreed approach to Smarter Working balances

the freedom to choose with the responsibility to meet the

business needs.

The office is a ‘new ways of working’ office with different

worksettings allocated to activities, not individuals, and is

based around collaboration and connectivity working with

your team or other people.

‘Smarter working is an approach to

organising work that aims to drive greater

efficiency and effectiveness in achieving

job outcomes through a combination of

flexibility, autonomy and collaboration in

parallel with optimising tools and working

environments for employees.’

Chartered Institute of Personnel Development

Work is no longer a 9 to 5 activity in one central office location!


12


Office1st Space

restaurant

the working journey

clients

office

SMARTER WORKING : THE TOTAL OFFICE

Home2nd Space

library

conference

centre

co-working

space

hotelbusiness

centre

3RD SPACES

plane

train

café


13


SMARTER WORKING FOR WELLBEING

Wellbeing

Mind, Body & Soul

Staff have the freedom to work

where they want.


Flexibility, control, and

choice. Empowerment

Self responsibility to be

safe, secure and

ergonomically correct.

Staff have the freedom to work

when they want. Culture supporting

reasonable hours

Management styles are based

around transformational models.

The office is based around

collaboration and connectivity.

Trust and respect

Access to people,

knowledge and

inspiration

Worklife balance

More staff retention

Office designed with

effective, formal and

informal collaborative

spaces, team working

and the associated

technology for

collaborative connectivity.

Office / Management

aspects to considerSmarter Working Office

14



Wellbeing

Mind, Body & Soul

Office / Management

aspects to consider

The office supports physical

activities.


Ability to get physically

healthy

Sports facilities, or

facilities to support

physical activities.

The office has healthy options in

any food provision.

Healthy food options in

the restaurant, café,

vending & hospitality.

The office is designed to support

movement around the office.

The office and its components are

ergonomically designed and are

adjustable for different

individual requirements

General physical

wellbeing

Suitable and supporting

all shapes and sizes

Nutritional and energy

boosting food

Easy access to facilities –

close but not too close!

Getting the balance

correct for the provision

of different worksettings –

which are most popular

Smarter Working Office

15



Wellbeing

Mind, Body & Soul

The business actively ‘lives’ their

business values


Matching of personal

aspirations

Attraction of staff

(particularly Millenniums)

o sustainabilityMore efficient offices,

potential space saving,

less collaborative travel

o fairness

Knowledge and learning

equality

Continual development

and inspiration

Reduction in personal

footprint, less travel /

peak hours travel.

Business culture & values

Greater experience and

expertise and business

growth.

Office / Management

aspects to consider

Social interaction & teamBetter team interaction

and fun!Knowledge sharing and

support

Smarter Working Office

16


Research shows that employees seeking to improve

their wellbeing will demand more flexibility and

autonomy in the workplace. They want a less stressful

balance between their professional and personal lives,

and the ability to work, how, where, and when they

choose.

They want to work for an organisation that is

interested in their wellbeing with a ‘Smarter Working’

culture and supporting workplace environment.

It is an approach to organising and delivering work that

provides greater efficiency and effectiveness in

achieving job outcomes, beneficial to the business as

well as the employee.


“keeping staff happy is essential, supporting staff in

keeping healthy is forward thinking!”


17


THANK YOU

“in the long history of humankind... those who learned to

collaborate and improvise most effectively have prevailed”Charles Darwin

networking cooperation coordination collaboration

exchanging

information for

mutual benefit

short term

informal

relationship for

sharing

information with

separate goals

and resources

longer term effort

around a project

or task with some

sharing of

resources and

division of roles

changes the way

organisations

work together for

a common vision

resulting in

knowledge

integration, or

system change

Smarter ways of working together

knowledge exchange


Workplace Delivery Hacks


Sam Addison

Introduction

1 2 3 4 5

Internet of

Everything

Mobile Workers &

Furniture

Risk & Value

Management

#workplacehacks

#1 A fragmented industry preventing knowledge transfer

#2 25 years’ workplace experience

#3 Research based on post-project reviews

#4 Three trending themes with 10 #workplacedeliveryhacks

An Introduction1

#1 Appoint IT and AV consultants as early as possible

#2 Is the client IT team delivering a full design or a brief?

#3 Set a realistic budget for AV

#4 Pros & cons of client direct v main contractor

#5 Challenge and support IT and AV solutions

Internet of Everything2

#6 Look for a main contractor who understands these

disciplines

#7 BIM uptake has been slow, but it’s on the move!

#8 Use 3D printing for tech subs

#9 Support the use of tech

#10 Use simple document management systems from the

beginning

Internet of Everything2

#1 Consider dynamic vs static occupant numbers in the brief

#2 Integrate corporate workplace standards from the start

#3 Sit vs stand…it’s not just for tall people!

‘After alternating sit/stand for 30 days, 89% felt better, 82% less fatigued’

*University of Pittsburgh

#4 To support ROI on sit/stand (£400/£600) Change management

Training

Ensure they’re used, and leaders ‘walk the talk’

Encourage staff to start gradually

#5 Procurement

Mobile Workers & Furniture3

#6 Consider including furniture under the Main Contractor,

management and /or procurement

#7 Snagging – who is responsible?

#8 Integrate acoustic design from the start

#9 Currency fluctuations currently affecting tender returns vs

budgets

#10 Beware of late wifi surveys and ceiling co-ordination

Mobile Workers & Furniture3

#1 Techniques are flexible – don’t think your projects are too small

#2 Risk based contingency supports change process

Tech Tip: use the Post it app for workshops

#3 Supports effective decision making

#4 It flushes out uncertainty and ambiguity

#5 Brief validation report is where is all starts

Risk & Value Management:Don’t be scared of risk!

4

#6 Remember the positives!

#7 Mature Benefit Realization Management (BRM) organisations

experience successful projects 50% more that those without

#8 Agree and assure the project governance plan; active sponsors

massively improve project success in meeting objectives (76% vs 46%)

#9 Ensure cost plans are properly tied to design stages

#10 Integrate team and align with project strategy; ‘what you’re going to

get’ workshop

Risk & Value Management:Don’t be scared of risk!

4

73% of firms that use risk

management

practices met their

original business

goals(PMI 2015)

#1 Appoint IT, Acoustician & AV consultants alongside Architect and Engineers

#2 Drive risk & value management through workshops

#3 Have a clear path of deliverables tied to design stages

#4 Consider FF&E as part of the overall design and procurement of the project

#5 Ensure there is a clear governance plan in place

#6 Set up a project RACI, including furniture, IT, AV, snagging

#7 Encourage team building events

#8 Make document management systems simple to use

#9 Be proactive with Health & Safety

#10 Use peer reviews and lessons learned and apply to new projects

Top 10 Workplace Delivery Hacks5

Questions?

Workplace Wellbeing & Delivery Hacks


John Williams Melanie Woolcott Sam Addison

workplace wellbeing & delivery hacks - towereight · 2017-07-03 · orbit architects :...

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